Cyber risk isn’t being rewritten by a shiny new framework, it’s being forced to evolve because the way organisations use technology has changed. We unpack eight shifts already surfacing in incidents, audits and boardrooms.
Inspired by Nobel prize winner, Daniel Kahneman’s timeless lessons on decision‑making, explore how his ideas can help cyber leaders improve group judgement and overcome bias in strategy discussions.
What would a systemic cyber-attack cost the UK economy? We recently conducted a study for the Department for Science, Innovation and Technology (DSIT) to answer that question. The findings show the scale of potential disruption and underline why resilience planning matters.
According to the Department for Science, Innovation and Technology (DSIT), over 600,000 UK businesses experiencing some form of cyber‑attack. So, if cyber risk isn’t new, why do impacts keep rising? And what can we do in the North West to change the trend?
What might a cyber-attack cost your business? Read more about the patterns we found in research we conducted for the Department for Science, Innovation and Technology (DSIT) – and why those patterns still matter today, even as the threat landscape evolves.
The latest Global Cybersecurity Outlook from the World Economic Forum highlights three forces reshaping cyber risk in 2026: artificial intelligence, geopolitics and cyber enabled fraud. For many boards, that’s going to raise questions such as “how much loss are we really exposed to?”, and “where should the next pound of investment go?”.
The UK Cyber Security and Resilience Bill is moving supply chain security from compliance to calculus. The days of managing third-party risks with just questionnaires are over. It's time for a new approach.
AI is increasingly playing an essential role in cyber defence, yet every layer of automation carries both benefit and trade-off. The benefit lies in speed, scale, and consistency. The trade-off lies in the gradual displacement of human interpretation. The question is not whether automation is valuable but whether it remains an extension of human intent or becomes a substitute for it.
Earlier this year the National Audit Office (NAO) warned that Government cyber resilience isn’t keeping up with the evolving threat. Unsurprisingly, digital and cyber resilience across public sector is now under unprecedented scrutiny and the pressure to act has never been higher.
Many organisations say they want to be “cyber resilient”, but the term is often vague. At its core, resilience means ensuring the business can continue to operate despite inevitable events – cyber or otherwise. The problem is that resilience is still too often treated as an aspiration, rather than a discipline.
Is your organisation primarily using a traffic light system (red, amber, green) to manage cyber risk? You could be overlooking a crucial dimension of risk management.
As UK retailers made the press in a series of cyber-related incidents a familiar question surfaced again from colleagues - “Do we have a summary of key themes we can share with clients to support cyber conversations?”
CRQ can’t remain a pilot forever. To drive meaningful, repeatable value, it needs to mature into a business capability: trusted, embedded, and regularly informing decisions.
Before a single scenario is modelled or a number estimated, one of first challenges in adopting cyber risk quantification (CRQ) is simply persuading stakeholders it's worth doing.
In this article, I’ll share six working principles I’ve found essential for embedding CRQ in a way that sticks — not just as a project, but as a true business capability.
For all the energy that organisations invest in CRQ, a frustrating truth remains: many results don't actually lead to better decisions. Quantification is a powerful tool. But like any tool, its value lies in how it’s used.
The digital landscape continues to evolve at an unprecedented rate, bringing forth new challenges and amplifying the urgency for robust cybersecurity measures.
Worst case sets a practical limit on what should be spent to manage/mitigate risk, most likely is what you should expect to occur, while ALE tells you how to do long-term financial planning or to think for (self) insurance.
The KPMG annual Cybersecurity considerations report identifies eight key considerations that CISOs should prioritise in 2024 to help mitigate risk, drive business growth and build resilience.
Cyber Human Risk Management (HRM) is essential to cybersecurity culture, as the way people manage technology is the window through which threat actors can infiltrate organisations.
Organisations around the world need to factor the geopolitical risk to cyber security – and the cyber-driven elements of geopolitical risk – into their strategic decision making.
Public sector organisations are key to our economy, providing essential services to the population. Given the importance of the sector, they are prime targets for cyber-attacks, due to data-rich environments, critical infrastructure, political and ideological motivations and interconnected systems.
