Nicole L. Bowen

I played both sides. Big banks. Big credit unions. In all cases, our ultimate motivation was growth.

Bryan Clagett

Principal/Chief Marketing Officer

Geezeo

Williamsburg, Va.

For banks that makes sense. Why do you think institutional growth has become the prime directive for the large credit unions you've worked with?

           Matthew Cropp

Growth should be a means to an end, and I totally agree that it can be quite essential and positive in the right context. Indeed, as about 10% of the financial sector right now, credit unions need to be thinking hard about how we can continue to scale up and move the balance of economic power toward cooperative finance. In particular, an important strategic question that deserves consideration is weighing the benefits and drawbacks of intensive (few large institutions) vs. extensive (federated small organizations) growth, and determining what mix might be optimal for achieving a dominant co-op financial system over the course of the next few decades.

However, when organizational growth becomes an "ultimate motivation" rather than a tool to be used intentionally for achieving clear, more fundamental mission goals, a whole bevvy of problems can arise. Doug Rushkoff's recent book, "Throwing Rocks at the Google Bus: How Growth Became the Enemy of Prosperity," does a great job of unpacking and cataloging the issues inherent to orienting organizations toward growth as an end rather than a means.

           Sarah Snell Cooke

           Publisher/Editor-in-Chief

           Credit Union Times

Great job addressing this important issue, Sarah Snell Cooke! There's definitely cultural work that needs to be done to prevent people socialized in banking culture from importing values and practices that are anathema to the successful functioning of a cooperative.

           Matthew Cropp