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奥纬咨询：2026战略合规：新一代首席合规官（CCO）行动蓝图-重塑合规职能的战略价值定位（中译版）（16页）.pdf

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1、Strategic compliance:The next-gen CCO blueprintRedefining compliances strategic value proposition Oliver Wyman2Just as risk is becoming more complex,compliance is being scaled back.Deregulation in the United States and increased standardization in Europe are creating the appearance that compliance m

2、ay be less important to the day-to-day operations of financial institutions.In reality,the opposite is true.At a time of deregulation in the US,regulatory fragmentation,adoption of artificial intelligence(AI),the growth of digital assets,and intensifying competition from non-banks are all introducin

3、g risks that are harder to detect,interpret,and control.This moment in time presents a narrow but powerful window of opportunity for chief compliance officers(CCOs)to redefine their mandate.Rather than retrenching alongside budget cuts or remaining anchored to legacy models of oversight,CCOs have a

4、chance to reposition compliance as an indispensable partner in shaping business strategy at a pivotal time for the industry.To do so,CCOs must move beyond a posture of constraint,and toward one of enablement.This requires a fundamental shift from policing rules to translating ambiguity,from minimizi

5、ng risk to optimizing opportunities,and from operating at the periphery to influencing core strategies and activities.In an environment defined by uncertainty and rapid change,compliance leaders are uniquely positioned to interpret evolving regulatory signals,anticipate second-order risks,and guide

6、organizations through complexity with clarity and confidence.Done well,this kind of role transformation would not be about doing the same work more cheaply,but rather about doing fundamentally different work.This paper reframes compliance as a strategic function,with the CCO at the center.It outline

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1. **战略转型必要性**：在监管碎片化（美国放松、欧洲标准化）、AI与数字资产风险加剧、非银竞争加剧背景下，首席合规官（CCO）需从“规则执行者”转向“战略导航者”，重塑合规价值。 2. **五大行动纲领**： - **监管导航**：应对全球监管分化（如美欧亚路径差异），主动参与政策制定，而非被动遵守。 - **嵌入增长引擎**：合规需前置至产品设计与战略讨论，支持创新（如数字资产、开放银行）。 - **敏捷运营**：60%合规流程需自动化，预算削减25-40%下，通过AI与数据整合提升效率与洞察力。 - **AI治理**：85%银行已采用AI，但仅15%达领先水平；CCO需主导企业级AI风险框架，定义人机协作边界。 - **文化坚守**：在宽松监管期明确风险边界，强化跨部门合规文化，平衡创新与控制。 3. **核心数据**：60%合规流程高度手动；85%银行部署AI；40%高管时间用于合规；25-40%预算削减预期。
**合规如何转型？** **CCO新角色是什么？** **AI如何重塑合规？**
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