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.
