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GLOBAL CREDIT UNION

Global Credit Union has US $ 12bn in assets

Rather than forcing predetermined solutions, she prefers flexibility allowing optimal tool selection for each challenge. As modern technology tools increasingly interconnect, she feels this allows for making integrated approaches more effective than isolated implementations.

Cultural transformation remains equally important to Lori’ s vision as she seeks to model innovative, flexible and agile approaches across the entire credit union, rather than confining them to technology departments.

Her centres of excellence philosophy involves building technology then sharing it organisation-wide, with this democratisation including citizen developer programmes enabling business users to tackle problems with no-code tools. Global Credit Union’ s innovation programmes are modelled on entrepreneurship and are a place where staff can pitch ideas and receive funding for experimentation, which Lori believes formalises innovation rather than relegating it to unofficial“ under the table” activities.

“ How do I bring more people into the fold rather than making these technologies just something that sits in Technology Engineering?” she asks.

Lori’ s vision already manifests through two AI agents supporting frontline staff in member service centres and branches. These systems answer routine questions using existing training materials, enabling staff to maintain member focus.“ We can answer the majority of questions that people have without taking them out of their line of sight,” she concludes.

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