continue reading » ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr In March, the coronavirus forced TwinStar Credit Union ($1.7B, Olympia, WA) to close branches and move support staff remote. Since then, the credit union has split its focus between what it needs now and what it will need in the future.“We’ve been working to build out the right support structure for the current environment while also thinking about the long term,” says Scott Daukas, the credit union’s chief strategy officer.When operations changed in March, TwinStar ensured systems were in place to serve members during a short period of uncertainty. Daukas estimates that by year-end, TwinStar will have completed nearly three years’ worth of strategic development projects, many including digital technologies.Now, more than six months since the earliest shutdowns began, the credit union also is focusing on the future. The organization is considering challenging questions such as: How will consumer behavior change? Will member needs change? What can be done now to prepare for tomorrow?