The meeting dragged on. Engineering grew frustrated—Compliance was "blocking innovation." Compliance grew anxious—Engineering kept deploying systems they couldn't fully audit. The Chief Product Officer realized the organization had accidentally built two separate operating systems: one for shipping software, one for managing risk.
The problem wasn't incompetence. It was that compliance still operated like a quarterly legal review process while AI systems were evolving daily through CI/CD pipelines. By the time Legal reviewed a workflow, Engineering had changed it three times.