Previously, I offered how credit unions should value technology as an interconnected, strategic capability to deliver member relevancy, and organizational worth of technology is dependent upon intrinsic views of it relative to the organization's values, vision, mission and strategy. Therefore, the next logical evolution is asking oneself, as a credit union, "What are our cultural views of technology?" and "Where do we stand with respect to technical capabilities?"

First, what are our cultural views of technology? Culture is comprised of the values, norms, beliefs, attitudes and historical precedence within the walls of the organization. Additionally, modernist views of technology consider the methods, information and knowledge in providing products and services, as well as the tools and equipment used. Clearly a core system or a mobile platform is technology, but so are an organization's capacity for information sharing and knowledge management, and processes related to serving credit union members.

Values are the principles that an organization deems important. Norms are expressions of those values and the expectations an organization follows. In short, values define what is worthy, while norms make it clear what is considered customary. For example, a credit union may value the alignment to accomplish strategy, and may espouse technology as a means of vision achievement. However, does meaningful technology representation on the senior team exist? Does technology participate directly in strategic planning? Is technology maximization a core strategic tenant? Does technology report to the CEO? These are but a few norms that would support those values.