In today’s threat landscape, where attacks span identity, cloud, endpoint, data and third-party ecosystems, metrics such as alerts triaged, tickets closed and response times are no longer enough. What matters is whether an organisation can identify the threats that matter, disrupt them before they become business events, and use that insight to make better risk decisions.

Cyber risk is rising while budgets remain constrained. Investment in cyber has plateaued, yet the threat landscape continues to expand in frequency, sophistication, and impact. Despite this, many organisations continue to budget in the same way – rolling forward prior spend, adjusting incrementally, and reinforcing existing control environments. How is CRQ helping leaders prioritise investment, strengthen resilience, and stay ahead of a rapidly evolving threat landscape?

Advanced Persistent Threat groups are not typical cyber adversaries. Often nation-state sponsored, they operate with scale, sophistication, and patience. Their objectives extend well beyond financial gain – from espionage and intellectual property theft to preparing the ground for future disruption. See how organisations are using CRQ to understand the real impact of advanced threats—and prioritise investment accordingly.

Cybersecurity has entered a new phase. Budgets are flattening while cyber risk accelerates. Yet most cyber budgeting still relies on rolling forward last year’s spend, adjusting at the margins, and defending what’s already in place. It feels safe, but it locks organisations into historic decisions that no longer reflect today’s risks. So, what do leaders need to do to stay ahead?

Cybersecurity budgets are often poorly aligned with the actual level of risk to the organisation. Such misalignment can be driven by local challenges measuring and quantifying cyber risk, but it is compounded by the challenge of mapping perceived risk levels to security staff levels, controls, and approaches to risk mitigation. This article suggests a practical framework for leaders on how risk can become the driver of budgeting decisions.

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?

Discover the results of KPMG's latest global third-party risk management (TPRM) survey.

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.

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.