Everyone says they hate compliance. But what they actually hate is being told the truth at the worst possible moment.The problem is not the regulation. It is the moment you involve the people who understand it. Too late, under pressure, with no room to course-correct.65 to 95% of digitization projects fail. The answer is not to run them faster. It is to slow down enough to get them right — and that starts with bringing the right people in before the damage is done. So we brought in an expert: Christof Layher.Christof is a digitalization and compliance specialist with over 20 years of experience in pharma and biotech, having worked with organizations including BioNTech. He operates at the intersection of IT, quality assurance, and business operations — precisely where those functions most often work against each other. His focus is structure, decision-making clarity, and clean execution in highly regulated environments. No slide-deck transformations, no tool evangelism — just repeatable, field-tested approaches that hold up in daily operations and under audit. He also hosts the ChaosHacker podcast.In this episode we talk about:Compliance is the messenger, not the cause. Compliance teams surface uncomfortable truths that organizations already sense but choose not to address.Non-compliance is rarely intentional. In roughly 95% of cases, organizations fail compliance through blind spots, ingrained habits, and the bias that “it's been working fine.”The “superhero fixer” problem masks systemic risk. When individuals compensate for broken processes to keep things running, the underlying issue becomes invisible — until it isn't.Compliance is sometimes weaponized to block change. People hide behind regulatory language rather than engaging honestly with initiatives they don't know how to handle.Gold-plating regulations create the real slowdown. Rules often require one signature; companies implement ten. The waste comes from over-interpretation, not the regulation itself.Shift left — bring compliance in early. Involving compliance at the requirements stage costs far less than failing the checklist at the end.Compliance is a competitive advantage. Used as an indicator of where your processes diverge from reality, it becomes a continuous improvement engine.Slow is smooth, and smooth is fast. Taking time upfront — including for compliance — produces better outcomes than more failed projects delivered faster.Process owners must own compliance. The person who operates a process is responsible for running it compliantly. That shift in ownership changes everything.Trust must be given before it can be earned. Leaders who model psychological safety unlock the early, honest conversations that prevent compliance crises.One bad actor spoils the basket. Building a culture of integrity requires leaders to live it visibly — and to remove those who exploit openness, regardless of their level.Check out Christof's LinkedIn here and his podcast here!Please reach out to us by either sending an email to ⁠[email protected]⁠ or signing up for our newsletter and reading articles about process and architecture on our Substack… Go and subscribe at ⁠whatsyourbaseline.substack.com⁠.And if you like to support “the little podcast that could,” become a Patron at ⁠https://www.patreon.com/c/whatsyourbaseline⁠. We appreciate you!

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