Every company is unique, and its compliance program must be too if it has any chance of working well, but there are still some common aspects that most high-functioning compliance and governance programs share.
Compliance and governance can’t just be wedged into existing functions and reporting lines; integration must be carefully engineered so it effectively meshes with business lines and a wide variety of departments, from internal audit to HR, IT, and finance. At the same time, compliance must have the independence it needs to surface concerns, play a lead role in investigations, and influence culture.
