With the significant growth in compliance programs within firms in the past decade, employees shudder at all the extra work and management demand the compliance function to streamline processes and show how any increased compliance activity is helping the bottom line. When compliance becomes a routine process that is embedded in the firm’s core processes, resistance tends to fall since compliance stop being viewed as ‘something extra’. One good approach is to make compliance activities parts of business decision workflows with the aim to support business goals. For example, embedding compliance criteria in the product development process can bring compliance issues to the fore. The compliance function should continually assess how easy it is for employees to use and adhere to compliance activities. Compliance activities should also be designed as a stepping stone for further co-ordination with assurance activities, reducing employee’s time spent on the latter activities.