From Awareness to Action: How Credit Union Leaders Are Responding
In Part 1 of this series, we explored why artificial intelligence and emerging payment technologies represent a turning point for credit unions — and why a “wait and see” approach is becoming increasingly difficult to sustain.
The next question is a more practical one: How are credit union leaders responding?
At our most recent State National Client Advisory Council (CAC) meeting, the dialogue shifted from "what if" to "how to." As we look at how AI can streamline our own internal processes to better serve our partners, it was clear our CAC leaders are doing the same — evaluating the journey from acknowledgment to actionable strategies.
With guidance from Filene Fellow Dr. Lamont Black, our advisory council members continued their exploration of what it takes to move from awareness to action without losing focus, culture, or trust.
AI Is Not an IT Initative
One of the clearest themes from the discussion was this: Credit union AI adoption isn't primarily a technology challenge — it's an organizational one.
Many credit unions are already using AI in some form, from fraud monitoring and document processing to internal productivity tools. But those efforts often remain fragmented when AI is treated as a standalone IT project rather than a shared organizational capability.
AI affects how decisions are made, how work flows across teams, and how employees interact with information. That makes leadership alignment essential. Without it, AI initiatives risk becoming isolated experiments rather than meaningful drivers of progress.
"This is not just IT. This is an organizational change. And I don't mean that philosophically. I mean this in terms of change management. How are you going to lead through this moment?"
— Dr. Lamont Black, Professor of Finance at DePaul University
Leadership Alignment Comes First
Successful AI adoption begins with clarity at the leadership level. Not every credit union will move at the same pace or prioritize the same use cases — but leaders must be aligned on direction.
That alignment starts with a few foundational questions:
Without leadership alignment, AI efforts tend to stall. When it’s present, teams gain confidence to explore, test, and refine applications that support the broader mission.
"How is this going to transform operations? That's not a technology question. That's a business question."
A Practical Framework for Moving Forward: CODE
During the session, Dr. Black introduced the CODE framework as a way to think more holistically about AI adoption:
Rather than prescribing specific tools, the framework helps leaders evaluate readiness and prioritize efforts in a way that aligns with culture and strategy.
Culture Determines Adoption
Technology alone doesn’t drive adoption — people do.
Across the CAC discussion, our members acknowledged that employee perception plays a major role in whether AI initiatives gain traction. Concerns about job displacement, overreliance on automation, or unclear expectations can slow progress if left unaddressed.
Leaders set the tone by:
When employees understand the purpose behind AI adoption, they’re more likely to engage with it productively and responsibly.
From Tactics to Strategy
Many credit unions today are engaging with AI tactically — responding to vendor demos, testing tools, or experimenting within individual departments.
What differentiates progress is strategy.
Connecting individual initiatives to broader objectives like improving member experience, increasing operational efficiency, and strengthening risk management is a critical piece of effective credit union technology adoption. It moves the conversation from “What tools are we using?” to “What outcomes are we trying to achieve?”
"When it comes to AI, strategy should always drive tactics, not the other way around."
We lean into this same focus at State National — using data-driven insights to help our partners stay ahead of emerging risks while maintaining the human element credit unions are known for.
This strategic shift clarifies ownership. When AI is grounded in strategy rather than just tech, it stops being “something the organization is doing” and becomes something leaders actively guide within their areas of responsibility.
Leading Through a Period of Change
What this moment requires isn’t urgency for urgency’s sake — it’s intention.
Leaders who focus on alignment, culture, and strategy are better positioned to adapt without compromising the values that define their institutions.
The Path Forward
The conversations happening within State National’s CAC reflect a broader reality across the industry: Credit unions are thinking carefully about what comes next — and how to move forward effectively.
At State National, these discussions help us better understand the challenges and questions credit unions are working through today. Ultimately, these insights allow us to better support our partners as they strive to provide superior member service while navigating a complex technological shift.
We value the opportunity to learn alongside our partners and are committed to supporting spaces where thoughtful dialogue can take place.
State National is a proud sponsor of Filene's Center of Excellence for The Credit Union of the Future. We recognize the value of Filene’s commitment and passion — and it makes this respected organization a clear choice as a thought leadership ally to help State National support our credit union partners.
Filene is a credit union and consumer finance think tank headquartered in Madison, Wisconsin. As an Inner Circle member and research sponsor, we provide support for their mission to connect credit unions with insights and innovations to change people’s lives.
See what’s next. Subscribe to the SNC Spotlight for insights and actionable strategies for credit union innovation — including upcoming original research from Filene’s The Credit Union of the Future Center of Excellence.
You can also connect with Dr. Black on LinkedIn for insights into his upcoming research.