Hey...
It's got the word Compliance in it...
So, it must be your job to do!!!
This is a root problem which will be a roadblock to success as long as you allow your execs and managers to think this way.
Years ago, I realized that our lenders viewed my department as a dumping ground for anything they could paste the "C" word on. After a good deal of research I found that banks with the most successful compliance programs placed full responsibility for maintenance of compliance on the business unit managers who sold regulated products. That model placed the cost of compliance where it belonged (not in a central office cost center), but gave the business managers better control over their "suppliers."
The "compliance department" became an internal consultant--helping line managers understand their obligations and design appropriate systems to achieve and maintain compliance. I scraped the "C" word off our office door and renamed the department "Regulatory Management."
Our model had good success with the large businesses: trust company, branch banking, credit card, mortgage, student loans, and sales finance. Smaller units like private banking required more hand-holding, but whenever we could help them set up their own QC we did.