In a recent blog post, Joy Macknight, Editor of The Banker, reflects on a white paper by BeyondFS that analyzes why regulatory change programs fail so frequently. The report highlights common pitfalls, including underestimated project scale, disconnected compliance teams, and inadequate data reporting.
These projects often begin reactively, span diverse organizational areas, and demand flawless execution under intense regulatory scrutiny. They also frequently require substantial cultural change, which can be difficult to achieve under these conditions.
This content is available to paid Members of Starling Insights.
If you are a Member of Starling Insights, you can sign in below to access this item.
If you are not a member, please consider joining Starling Insights to support our work and get access to our entire platform. Enjoy hundreds of articles and related content from past editions of the Compendium, special video and print reports, as well as Starling's observations and comments on current issues in culture & conduct risk management.
Join The Discussion