From Firefighting to Future-Proofing: Culture, Buy-In & The ‘Fear of Compliance’

During our recent roundtable with senior compliance professionals from across the financial, technology, and payments sectors, one theme generated some of the most candid discussion: culture. While frameworks, processes, and technology are critical, participants agreed that the most significant barrier to effective compliance is often human - perceptions, trust, and organisational culture.

This blog series, From Firefighting to Future-Proofing, captures six key themes that emerged from those conversations - as well as some notable soundbites from guests. The first: the constant tension between being reactive and proactive in compliance.

Compliance Culture Varies Widely

Many roundtable participants described compliance culture as uneven and siloed:

“A lot of the times it’s very siloed and people just assume, well, that’s not my responsibility, that’s compliance.”

This lack of shared responsibility can create blind spots, with risk going unnoticed until it becomes a regulatory issue. In some organisations, compliance is feared rather than embraced:

“As soon as I moved into the compliance department they all stopped inviting me to lunch.”
“Immediately someone hears compliance want a chat, they think they’ve done something wrong.”

Such perceptions create tension between compliance teams and the wider business - a tension that can slow decision-making, hinder innovation, and ultimately increase risk.

The Importance of Leadership and Tone from the Top

Roundtable participants were unanimous: culture is set from the top. Education and engagement can help, but without leadership commitment, compliance risks being sidelined.

“Compliance culture is top-driven. You can train bottom-up, but if the top don’t take it seriously, you’re stuck.”
“It’s about human connection - if you can’t build trust with peers and execs, you’re the blocker.”

In firms where leaders actively model and reinforce compliance, employees are more willing to engage, report issues, and treat regulatory responsibilities as shared obligations rather than burdens.

Winning Advocates Can Take Patience (and Drama!)

Culture change is rarely smooth. Some participants shared stories that illustrated both the challenge and the payoff:

“I once had a wine glass thrown at my head by a CRO… he’s now one of compliance’s biggest advocates.”

These anecdotes highlight a broader truth: influence often comes from persistence, empathy, and demonstrating value over time. Compliance isn’t about asserting authority - it’s about building trust and becoming a partner to the business.

Practical Steps for Building Compliance Buy-In

1. Engage early and often: participate in strategic discussions rather than only reviewing post-decision.
2. Educate with context: explain not just the rules, but why they matter to the business.
3. Celebrate compliance wins: share examples where compliance mitigated risk or enabled success.
4. Build personal relationships: trust is easier to earn face-to-face than through policy memos.
   
   

By embedding these practices, compliance can shift from being feared to being respected — and from reactive to proactive.

From Firefighting to Future-Proofing

Culture is the linchpin of sustainable compliance. Firms with strong, top-driven compliance cultures are less reactive, more innovative, and better positioned to anticipate regulatory changes. Building trust, engaging leaders, and fostering human connection turns compliance from an obstacle into a strategic advantage.

Key Takeaway

Our roundtable revealed a clear lesson: future-proof compliance starts with culture. Influence, trust, and leadership buy-in are just as important as rules and systems. Without them, even the most sophisticated processes can fail. With them, compliance becomes a proactive, respected, and business-enabling function.

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