The shockwaves of an American annexation of Greenland would ripple through commercial markets. How prepared are UK businesses for disruption on this scale?
I have to admit, I was surprised how popular my retrospective about my time running a security human risk management team was last week. So far, I’ve received more comments on that column than I ever got for – I think – any of the pieces I wrote for American View last year.
It’s hard for me to believe that I led the same Security Human Risk Management mission for just shy of ten years. That came to mind when my pal from HR let me know that my group was being dissolved and our functions would be integrated into the company’s ytaining division effective immediately. So it goes; these changes happen.
Outdated, fragmented and still dependent on manual processes, payment systems have become some of the most exposed parts of an organisation’s infrastructure
Across the UK and the EU, a wave of new regulations is turning software security from a technical best practice into a legal and operational obligation
One of the most vexing challenges I’ve encountered in the security human risk field is so many organisations’ Pavlovian fear of doing more than the absolute minimums in security training and messaging.
Trust only grows when companies can track their AI processes, fully explain the methods employed to arrive at outputs, and consistently see accurate results
My mate Jack raised my morale last week. He not only provided feedback on my American View material but offered me a column-worthy topic as well. First, his feedback: check this out: “So, I read your most recent article for Business Reporter twice.