Strategic Journey Map

Strategic JOURNEY MAP

From Purpose to Projects

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Purpose Planning

Project Planning

To Create Value for Stakeholders

Why We Are Here

INSIGHT I

By Expanding Value for Shareholders

How We Do It

INSIGHT II

Changes to meet EXTERNAL realities

Vision

INSIGHT III

Who we ARE is defined by how we work - Systems

Culture

INSIGHT IV

A balanced project load is built like a pyramid

Project Balance

INSIGHT V

Cultural Planning

• Create Value
• For Stakeholders (in our case, community, or memberSHIP)

We aren't just here to 'do banking', or to 'make money'. Any business starts with a purpose. That purpose may be to solve a specific issue - that's what makes businesses different - but they are all fundamentally the same. Every business exists to:

Why We Are Here

Vision is future tense, but it is also flexible. Vision must change to meet external factors that are outside of our control. We can strive to change external factors, but also must operate within their constraints.

Vision

• Annual activity should ramp up and down
• Majority of energy is in supporting the current business
• The more impactful the projects, the fewer there can be
• Ownership of activities should be delegated based on role.

Project capacity is a result of resources (time, people, money, etc.). But allocation of those resources for any given year is like a pyramid.To prevent burnout, and application:

Project Planning

Culture is Who We Are... right now. We can envision the culture we want to have - those are outcomes and results of our efforts.Changing a culture, however, does not start with behavior or desire. Instead, it begins with the systems we put in place that control our actions.The only way to change culture is to change systems. How We Operate, not what we do.

Culture & Systems

• We have no control over the External
• Environment
• Organizational
• We do have control of our philosophy
• Who we want to be
• VISION
• Vision must be flexible, based on external impacts... long term vision may stay the same, but short term may change year to year.

• Can't control the past, and can't live in the future - we operate in the present.
• Many organizations confuse culture with who they want to be... culture isn't legislated, it is who we are today
• Culture is impacted by the systems around us, not by what we say we want

• Culture is Changed by Systems - NOT BEHAVIOR
• Systems are built around the 4 P's:
• People
• Processes
• Products
• Platforms

How do we make value? We do it through the products and services we create and sell. We create things that Improve Lives or Simplify Banking, and we offer those to our Stakeholders (community - membership).Our Shareholders (members) then take advantage of those offerings, which improves their situation, while generating profit that is then turned into creating more value.

How We Do It

• Why we are here is deeper than banking, or member service.
• Any business has an impact on the things around it, just like people do
• Why Heritage exists is to make an impact (locally) on
• Society
• Stakeholders (those with whom we have a relationship)
• Local purpose - improve lives
• Local People

Any Business Exists to Create Value for its stakeholders.Heritage exists to create value for our membership.We do this by expanding value for those doing business (members) with products and services to improve lives and simplify banking.

• How we do what we do has to be based on the WHY we are here
• How do we impact Society? Through the Market.
• How do we enable our purpose? Through investng profit.
• Etc.
• Values act as guardrails for how we operate - boundries that keep us in check.

• Majority of resoures and energy are dedicated to supporting the Current Business.
• Current Business is separated between:
• Maintenance - releases, updates and bugs
• Process Improvement enhancing and adding features

• The newer the item to your operation, the greater the resources, cost and risk
• New Items are to replace aging ways of doing things - replenishing the core. For example:
• LR is implementing Akuvo
• A&F is implementing Axiom

J A S O N D

• WOW items are limited because of the investment and risk:
• if successful they change the game
• if unsuccessful they are costly, visible and negatively impact
• WOW items are majorly visible

• Ownership should be delegated appropriately
• Visibility and Reporting should be managed depending on the level
• View into the future should be controlled