However, we can change our attitudes toward compliance. One chief risk officer we worked with in the financial services industry recognized that his staff was functioning as a series of “red lights” to impede the progress of product teams. His goal, in the face of continuous two-way conversations and ever-increasing competitive threats, was to figure out how to redistribute his people among the product teams so that they functioned as a series of “green lights” as they moved toward production—turning red only when an important issue arose.
