The story was by far the most trafficked on our website from for the day-and-a-half between posting and our print deadline. The system–not credit unions–is broken. Everyone is so frustrated and so busy yelling that no one in a position to change the situation is listening. The other alternative would be that they just don't care, and I fail to believe that. However, righting the ship would also take a yeoman's effort. Who has the time? The money? The manpower? The guts? I despise pseudo-MBA catch phrases, but if ever an industry was “ripe for disruption” this is it.

The process behind this disruption is not some trendy, new buzzword: Give the people what they want. Credit unions might explore separate trade associations loosely based on an asset size divider, similar to the Financial Services Roundtable, American Bankers Association and Independent Community Bankers of America. Or possibly field of membership groupings would be the way to go. Or state and federal charters. Any of the divisions could have an overarching coordinating council–one that functions better than the current one between CUNA and NAFCU–so that each group could work on its specific issues, yet combined efforts could be achieved.

These are just some suggestions and as creative and resourceful as the credit union community is, I'm certain there are more and better ones. An open discussion of the subject between all interested parties is in order before there's nothing left to organize because the bulk of the industry has been blown apart with incendiary remarks. I would welcome the opportunity for Credit Union Times to assist as possible in forward-thinking efforts credit unions may want to take to preserve credit unions' future with respect to regulation, lobbying, operations or anything else.

Credit unions work hard every day in their own shops to better serve their members. Check out the story on page 3 of our Feb. 29 issue regarding Coastal FCU's investment advisory. When something wasn't working, Coastal fixed it. The credit union's investments department didn't play not to lose; Coastal played to win. Not only did they make an effort to give the people what they want, they worked to give members what they might not already have realized they wanted. They also wanted to continue using advisers who were salaried employees to ensure the advice given was in the best interest of the member. Coastal, though catering to wealthier clientele, does not require a minimum deposit and will tailor plans to member needs.

In response to member demand, Hartford FCU with just $77 million in assets launched mobile banking. John Riley, CEO, acknowledged that while younger members expressed interest early on, the desire for mobile banking reaches beyond demographics. While some that size might say we don't have the resources, Hartford made it happen. Apply what you know to the industry at-large and see what it takes to make a difference for all credit unions while remaining true to your membership. Disrupt the status quo.