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  "documentTitle": "Moving faster: Reinventing compliance to speed up, not trip up",
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      "text": "The Functional Compliance Officer in compliance transformation",
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      "text": "The cross-functional collaboration between the first and second line, guided and coordinated by the FCOs, is a key factor for compliant business processes (e.g. product creation).",
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      "text": "Providing a single point of contact for the business functions to respond to their compliance needs, including bringing in experts, where necessary, for specialist areas, such as AI\nBeing able to get close to the business functions and their processes and developing business and commercial insight to tailor and optimise compliance measures\nProviding orientation and support for decision-making, particularly for matters requiring complex interpretation\nStreamlining communication and providing updates to various leaders in both the business and compliance teams\nFocusing on effective implementation and oversight of compliance activities in the functions so they are embedded and deliver success",
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      "text": "Connect the different threads of compliance and build cooperation across functions in the first, second and third line\nForge relationships and trust between Compliance Leaders, the Board, other C-suite, and other internal and external stakeholders, including others in a governance, compliance and assurance role, such as the Chief Risk Officer, Chief Information Security Officer, and Chief Audit Executive\nEmbed compliance in risk-based decision-making for strategic business initiatives, particularly earlier in the service/product development life cycle\nSee and capture the upside of risk, particularly helping the business move faster by anticipating issues and responding more quickly\nInterpret regulations and optimise compliance activities to respond in a cost-effective manner",
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      "text": "For Compliance Leaders, the stakes are higher than ever. In some regulated industries, like FS, Compliance Officers have a high degree of liability. In the past, institutions were fined; now, in some jurisdictions, there are personal liabilities that include being disbarred and fined. From a commercial perspective, the stakes are different but arguably just as serious - the risk of being irrelevant.",
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      "text": "In recent years, a global automotive manufacturer has been transforming its compliance organisation to transfer complex regulatory developments and their requirements to business models and products. It re-defined its collaboration model with the first line but work closely with second line experts. To reduce complexity and manage these interfaces efficiently a new role was defined: the Functional Compliance Officer (FCO). The FCOs are part of the second line but work closely with first line functions, such as Sales, Purchasing, and R&D. The cross-functional collaboration between the first and second line, guided and coordinated by the FCOs, is a key factor for compliant business processes (e.g. product creation). They have played a key role in increasing compliance efficiency and effectiveness by:",
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