Compliance Team Org. Design refers to how the compliance function is structured, resourced, and positioned within the organisation. It defines the roles, reporting lines, and levels of independence that determine how compliance is executed, monitored, and governed.

A well-designed compliance team is not just a collection of individuals - it’s a strategic architecture. It ensures that compliance responsibilities are clearly allocated, that there is sufficient expertise to meet regulatory obligations, and that the function has the authority to act when needed.

This station is critical because compliance is inherently cross-functional. Without a clear organisational design, responsibilities become blurred, gaps emerge, and accountability suffers. The result is fragmented compliance, increased risk exposure, and diminished credibility with regulators.

Legal-led compliance design ensures that the structure reflects the organisation’s risk profile, regulatory footprint, and strategic priorities. It also enables defensible governance, efficient resource use, and proactive risk management.

The scope of Compliance Team Org. Design typically includes:

◼️Definition of compliance roles and responsibilities across legal, business, and governance functions.

◼️Reporting lines and escalation pathways for compliance issues.

◼️Independence standards and conflict-of-interest safeguards.

◼️Resource planning and headcount allocation based on risk exposure.

◼️Integration with legal, risk, audit, and governance teams.

◼️Geographic and business unit coverage models.

◼️Competency frameworks and training requirements.

◼️Oversight mechanisms and board-level visibility.

The Compliance Team Org. Design station is considered a Specialist resource within the GLS Legal Operations model.

A Foundational Resource: Is responsible for determining the overall performance capabilities of a “critical” legal function. If it is not optimised, the function can never be optimised. 

A Repeater Resource: Supports the performance of multiple "critical" legal functions and as such represents a "ripple effect" productivity intervention point. 

A Specialist Resource: Is responsible for driving the performance of a very specific part of an individual legal function. Its productivity contribution is limited to that single legal function. 

The best practice features of the Compliance Team Org. Design are as follows:

◼️Structure reflects the organisation’s regulatory footprint and risk profile.

◼️Roles and reporting lines are clearly defined and documented.

◼️Compliance has sufficient independence to escalate issues without interference.

◼️Legal oversight ensures defensibility and strategic alignment.

◼️Resource levels are matched to compliance complexity and volume.

◼️Integrated with enterprise governance functions (e.g., Risk, Audit, Legal).

◼️Supported by competency frameworks and continuous training.

◼️Reviewed regularly to reflect changes in business operations or regulatory landscape.

The Compliance Team Org. Design delivers the following value to the Business:

◼️Ensures coverage of all compliance domains and jurisdictions.

◼️Reduces risk of regulatory breaches and enforcement actions.

◼️Improves speed and consistency of compliance decision-making.

◼️Enhances credibility with regulators, investors, and partners.

◼️Supports faster market entry through structured compliance oversight.

◼️Reduces duplication and inefficiency across governance functions.

◼️Enables proactive risk management and issue escalation.

For the legal team, a well-designed compliance structure ensures alignment with legal risk frameworks, improves defensibility, and enables strategic oversight. It reduces firefighting, improves collaboration, and supports legal’s role as a trusted advisor on regulatory matters.

The Compliance Team Org. Design is essential for:

◼️Legal Department Leadership

◼️Compliance Officers

◼️Risk Management Teams

◼️Internal Audit Functions

◼️Board and Executive Leadership

◼️Legal Operations Teams

A legal team operating without a Compliance Team Org. Design will face a wide range of inefficiencies including:

◼️Role confusion and accountability gaps.

◼️Fragmented compliance coverage across jurisdictions and business units.

◼️Delays in issue escalation and resolution.

◼️Increased exposure to regulatory enforcement.

◼️Poor collaboration between legal, compliance, and business teams.

◼️Difficulty in measuring compliance performance and resource needs.

While org. design is not a tech product, it directly impacts how compliance technology is deployed. Clear roles and reporting lines enable better configuration of GRC platforms, workflow tools, and regulatory tracking systems. It also supports automation and analytics by defining ownership and data flows.