At BCU, IT is a core competency for business success

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There’s a running joke on the executive team at BCU that every strategy or initiative to serve the credit union’s 350,000-plus members runs through IT.

Whether it’s punctuality, transitioning digital banking and payment services or delivering seamless customer experiences, the 77-person and growing IT organization is at the heart of BCU’s business strategy and innovation, making it a dynamic and valuable place to watch. IT career.

The result is no joke: the team has overseen 150 successful projects over the past year, two of the most notable being the transformation of an old monolithic middleware environment into a modern microservices architecture, as well as the transition to a fully agile value-flow methodology for project delivery. . Both initiatives allow the IT organization to be more responsive to rapidly changing business strategy and the needs of its members and employees.

“The lines are blurring between IT and the overall business strategy of the business,” said Scott Zulpo, senior vice president and chief technology officer at BCU, which ranked No. 4 among small companies in Computerworld’s “Best Places to Work in IT 2024″ study. “IT is very strategic in delivering business solutions to our members – it is considered a core competency [Credit Union’s] success”

Emphasis on safety, inside and outside the office

BCU believes employee safety is essential to its success, and post-pandemic operates with a flexible working model, allowing employees to work where they work best. Unlike other hybrid models that mandate specific days in the office each week, BCU has no such guidelines. IT workers at credit union headquarters are encouraged to come into the office on Wednesdays, with a free lunch and barista-made coffee special part of the giveaway.

To support remote workers, BCU has launched an enhanced virtual desktop environment called “roam”, which allows workers to access all essential applications wherever they are. There are also a number of training and testing resources designed to increase productivity. “We have a high confidence level and are goal-oriented, so we think it’s important to build in flexibility,” Zulpo said. “As long as we’re producing high-level results, we don’t feel like we have to manage remote work.”

DEI (Diversity, Equity and Inclusion) is a guiding principle at BCU, and the IT organization embraces the idea of ​​diverse employees, representing different parts of the organization, to freely exchange and share ideas. In the IT group, about 36% of employees are members of a minority group and 32% of IT managers are women — a diverse mix that helps bring diverse perspectives to building and facilitating a great member experience, Zulpo says. In addition to BCyoU, a multigenerational ERG, and another group dedicated to exploring Agile innovation, company-wide Employee Resource Groups (ERGs) have been formed to build community among Asian, Latinx, women, and African American groups.

The company hosts a variety of informal social and development events to bring IT and business users together, with the goal of having fun and strengthening relationships. On-site food trucks, cookouts, virtual and in-person happy hours, entertainment and dog visits are examples of how BCU fosters camaraderie among its employees.

“We like to work hard and play hard and bring people together,” Zulpo said. “These events raise the level of mutual respect while being fun. Giving people the opportunity to be open and themselves will develop new ideas and higher levels of collaboration. It builds trust and ultimately ensures better results for what we are trying to do.

Read more about the best places to work in IT 2024:

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