The face of cyber crime has changed. It’s no longer the cliche of a shadowy figure operating in anonymity from their basement. Today, some of the most disruptive attacks are being carried out by smart, curious teenagers, often still in school and forming their identity, but already capable of breaching billion-dollar systems. The global cost of cyber crime in 2025 is expected to hit $10.5tn (£7.7tn) – the global cost of Covid.
Recent cases have exposed this uncomfortable reality. Multi-million pound attacks on well known UK companies Co-op, M&S, and Harrods have been traced to individuals aged 17, 19, and 20. Scattered Spider is the most recent, most famous case, but it isn’t an isolated event – the average age of someone arrested for cyber crime is 19, compared to 34 for other crimes. Law enforcement is understandably cautious in how they talk about these cases due to the vulnerability of those involved, but the pattern is clear.
The uncomfortable truth is that these young people are not criminal masterminds. Europol found 69% of European teens have committed a cyber crime or misdemeanor. These are middle-of-the-curve kids, not hardened hackers, emboldened by cash, with years of professional experience. They are symptoms of a much broader failure to engage with the emerging reality of a generation that learns, explores and socialises online, and increasingly pushes boundaries there too.
We need to stop treating teenage cyber crime as an isolated behavioural issue
What we’re seeing is a societal and educational blind spot, where the true failure is a lack of guidance, development, and opportunity. These teenagers aren’t joining gangs on street corners, which does come with a code of ethics in its own way. They’re testing code and pushing systems because they’re curious, driven, and have nowhere else to aim that energy. This natural inclination, when nurtured, is the foundation of intelligence and underpins all innovation. As Steve Jobs said, “Much of what I stumbled into by following my curiosity and intuition turned out to be priceless later on.” We need to celebrate this curiosity rather than stifling it.
In many cases, they don’t fully understand the legal consequences. They’re experimenting, often for recognition in the Discord servers that egg them on, sometimes for the challenge itself. The system fails to spot their potential early on and only responds once they cross a line. That’s not a security strategy, it’s a failure of imagination from all involved.
As we mention ethics above, every talking point comes back to young people being left to figure out the rules of an online world without the guidance or opportunities that might direct them towards something constructive. Organised crime groups have already recognised this and are actively recruiting. Networks like The Com or 764 on Discord and Telegram have groomed children in private chat groups, coercing them into extortion, doxing, self-harm material, and laundering stolen data. Young recruits often remain unaware of the full magnitude of their crimes until it’s far too late.
Every organisation that relies on digital systems – which is to say, obviously, is nearly all of them – is now facing a growing threat landscape and a critical shortage of talent to defend against it. Globally, there are nearly five million unfilled cyber security roles. At the same time, governments, businesses and schools continue to treat cyber security as a niche subject rather than a foundational skill set. It’s taken quite literally decades to have an appropriate amount of technology literacy at schools as preparation for a world where careers are increasingly moving solely online. Yet, there is an entire generation of natural born hackers.
If we took half the effort we spend on reacting to youth cyber crime and redirected it toward early education, real-world challenges and career pathways in cyber, we could start converting those vulnerabilities into national assets. The UK government has taken a step towards this with the TechFirst programme, investing £187m over four years to impact a million British kids in cyber, AI, and engineering.
What do we need to do to create change?
We need to meet kids where they are, on gaming platforms, watching content, and on social media, to spark passion for cyber. Here at The Hacking Games, our AI platform, HAPTAI, does exactly that. It looks at gaming behaviours and performances, modding, psychographics, and tests aptitudes for cyber skills, offering a solution for inspiring, evaluating, and placing talent.
A great example of this step in the right direction is The Hacking Games recent community partnership with Co-op. This new partnership will combine Co-op’s reach into every post code area of the UK, community expertise, 38 Co-op Academy schools, 20,000 students, and their 6.5 million member base with The Hacking Games’ extensive knowledge and expertise in cyber crime.
Having been attacked and understanding the implications, Co-op wants to help prevent cyber crime before it starts by supporting young people to put their skills to good use. By opening doors and widening access, it aims to reduce risk and offer real alternatives to those who might otherwise be led down the wrong path.
The partnership, a long term initiative with ambitions to develop into a large scale national movement, activated through a wide scale, multi-channel approach, begins with an independent research study led by professor Jonathan Lusthaus of the University of Oxford, a leading expert on the social dimensions of cyber crime and hacking, with the findings informing future prevention strategies.
What these stories of teen hackers really reveal is a failure to connect the dots.
If a 16-year-old manages to breach a corporation’s defences, that’s not just a lapse in cyber security, it’s an indictment of every system that failed to notice their capabilities sooner.
But we don’t have to wait for more young people to be caught on the wrong side of the law to start changing that. The talent is already here. It’s in the schools. It’s online. It’s writing scripts, testing limits, and trying to figure out where it fits in.
If we build the right pathways, these young people could be our greatest line of defence. Ignore them, and they may just become the next threat. We need to create a generation of ethical hackers to make the world safer.
Analysis from GlobalData is forecasting that fixed wireless access (FWA) service revenue in Hong Kong is expected to increase at a “healthy” compound annual growth rate (CAGR) of 9.6% between 2025 and 2030.
The latest Hong Kong Total Fixed Communications Forecast set out to quantify current and future demand and spending on mobile services for the special administrative region of China. It noted that growth was being driven by Hong Kong’s extensive 5G network coverage and could also be attributed to local operators’ efforts to expand FWA services and position it as an alternative to traditional fibre broadband services for both residential and commercial sectors, meeting growing demand for high-speed connectivity in areas where extending fibre lines is challenging.
“High-density urban and suburban centres of Hong Kong create a strong business case for FWA services due to their cost-effective and rapid deployments without the complex infrastructure and civil work required for extending fibre-optic lines to such locations,” said Neha Misra, senior analyst at GlobalData.
“Competitive, feature-rich plans from the operators will also help drive its adoption over the forecast period. For instance, HKBN’s 5G Home Broadband Plan provides unlimited 5G broadband data (subject to a 300GB with a fair-usage policy) for HKD118 per month on a 24-month contract, along with a seven-day trial guarantee. The plan also includes a waiver of the HKD28 monthly administration fee and complimentary access to the basic HomeShield security plan.”
In addition to HKBN, the study noted that operators such as 3 Hong Kong and HKT are also using their extensive 5G networks to offer home broadband services, particularly in areas with limited fibre infrastructure. It cited HKT as recently having successfully deployed mmWave-based FWA to deliver ultra-high-speed internet to rural areas and outlying islands.
“Growing demand for FWA provides operators a strong revenue opportunity by expanding home and SME broadband without the high capital intensity of fibre roll-out,” Misra added. “By leveraging nationwide 5G coverage, introducing competitively priced service plans and bundling digital home services, operators can unlock higher ARPU [average revenue per user], accelerate market penetration in underserved areas and diversify beyond traditional revenues.”
GlobalData believes the Hong Kong government’s smart city initiatives will also open new opportunities for FWA, especially 5G FWA, which can deliver high-speed internet to power applications such as the digital economy, digital governance and e-health services, while supporting the city’s dense urban environment and digital transformation goals under the Smart City Blueprint 2.0.
The original blueprint was set out in December 2017, outlining 76 initiatives under six smart areas, namely Smart Mobility, Smart Living, Smart Environment, Smart People, Smart Government and Smart Economy. Blueprint 2.0 puts forth more than 130 initiatives that continue to enhance and expand existing city management measures and services. The new initiatives aim to bring benefits and convenience to the public so that residents can better perceive the benefits of smart city innovation and technology.
And thanks to a mention in Dan Brown’s new novel, The Secret of Secrets, the festival has gained even more global recognition. Just a few weeks after the release of Brown’s new bestseller set in contemporary Prague, viewers were able to see for themselves what drew the popular writer to the festival, which is the largest Czech and Central European showcase of digital art. In one passage, the Signal Festival has a cameo appearance when the novel’s protagonist recalls attending an event at the 2024 edition.
“We’re happy about it,” festival director Martin Pošta says about the mention. “It’s a kind of recognition.” Not that the event needed promotion, even in one of the most anticipated novels of recent years. The organizers have yet to share the number of visitors to the festival this year, but the four-day event typically attracts half a million visitors.
On the final day, there was a long queue in front of the monumental installation Tristan’s Ascension by American video art pioneer Bill Viola before it opened for the evening, even though it was a ticketed event. In the Church of St. Salvator in the Convent of St. Agnes, visitors could watch a Christ-like figure rise upwards, streams of water defying gravity along with him, all projected on a huge screen.
The festival premiere took place on the Vltava River near the Dvořák Embankment. Taiwan’s Peppercorns Interactive Media Art presented a projection on a cloud of mist called Tzolk’in Light. While creators of other light installations have to deal with the challenges of buildings—their irregular surfaces, decorative details, and awkward cornices—projecting onto water droplets is a challenge of a different kind with artists having to give up control over the resulting image. The shape and depth of the Peppercorns’ work depended on the wind at any given moment, which determined how much of the scene was revealed to viewers and how much simply blown away. The reward, however, was an extraordinary 3D spectacle reminiscent of a hologram—something that can’t be achieved with video projections on static and flat buildings.
Another premiere event was a projection on the tower of the Old Town Hall, created for the festival by the Italian studio mammasONica. It transformed the 230-foot structure into a kaleidoscope of blue, green, red, and white surfaces. A short distance away, on Republic Square, Peppercorns had another installation. On a circular LED installation, they projected a work entitled Between Mountains and Seas, which recounted the history of Taiwan.
Software development is associated with the idea of not reinventing the wheel, which means developers often select components or software libraries with pre-built functionality, rather than write code to achieve the same result.
There are many benefits of this approach. For example, a software component that is widely deployed is likely to have undergone extensive testing and debugging. It is considered tried and trusted, mature technology, unlike brand-new code, which has not been thoroughly debugged and may inadvertently introduce unknown cyber security issues into the business.
The Lego analogy is often used to describe how these components can be put together to build enterprise applications. Developers can draw on functionality made available through application programming interfaces (APIs), which provide programmatic access to software libraries and components.
Increasingly, in the age of data-driven applications and greater use of artificial intelligence (AI), API access to data sources is another Lego brick that developers can use to create new software applications. And just as is the case with a set of old-school Lego bricks, constructing the application from the numerous software components available is left to the creativity of the software developer.
A Lego template for application development
To take the Lego analogy a bit further, there are instructions, templates and pathways developers can be encouraged to follow to build enterprise software that complies with corporate policies.
A developer self-service platform provides a way for organisations to offer their developers almost pre-authorised assets, artefacts and tools that they can use to develop code Roy Illsley, Omdia
Roy Illsley, chief analyst, IT operations, at Omdia, defines an internal developer platform (IDP) as a developer self-service portal to access the tools and environments that the IT strategy has defined the organisation should standardise on. “A developer self-service platform provides a way for organisations to offer their developers almost pre-authorised assets, artefacts and tools that they can use to develop code,” he says.
The basic idea is to provide a governance framework with a suite of compliant tools. Bola Rotibi, chief of enterprise research at CCS Insight, says: “A developer self-service platform is really about trying to get a governance path.”
Rotibi regards the platform as “a golden path”, which provides developers who are not as skilled as more experienced colleagues a way to fast-track their work within a governance structure that allows them a certain degree of flexibility and creativity.
As to why offering flexibility to developers is an important consideration falls under the umbrella of developer experience and productivity. SnapLogic effectively provides modern middleware. It is used in digital transformation projects to connect disparate systems, and is now being repositioned for the age of agentic AI.
SnapLogic’s chief technology officer, Jeremiah Stone, says quite a few of the companies it has spoken to that identify as leaders in business transformation regard a developer portal offering self-service as something that goes hand-in-hand with digital infrastructure and AI-powered initiatives.
SnapLogic’s platform offers API management and service management, which manages the lifecycle of services, version control and documentation through a developer portal called the Dev Hub.
Stone says the capabilities of this platform extend from software developers to business technologists, and now AI users, who, he says, may be looking for a Model Context Protocol (MCP) endpoint.
Such know-how captured in a self-service developer portal enables users – whether they are software developers, or business users using low-code or no-code tooling – to connect AI with existing enterprise IT systems.
Enter Backstage
One platform that seems to have captured the minds of the developer community when it comes to developer self-service is Backstage. Having begun life internally at audio streaming site Spotify, Backstage is now an open source project managed by the Cloud Native Computing Foundation (CNCF).
While many teams that implemented Backstage assumed that it would be an easy, free addition to their DevOps practices, that isn’t always the case. Backstage can be complex and requires engineering expertise to assemble, build and deploy Christopher Condo and Lauren Alexander, Forrester
Pia Nilsson, senior director of engineering at the streaming service, says: “At Spotify, we’ve learned that enabling developer self-service begins with standardisation. Traditional centralised processes create bottlenecks, but complete decentralisation can lead to chaos. The key is finding the middle ground – standardisation through design, where automation and clear workflows replace manual oversight.”
Used by two million developers, Backstage is an open source framework for building internal developer portals. Nilsson says Backstage provides a single, consistent entry point for all development activities – tools, services, documentation and data. She says this means “developers can move quickly while staying aligned with organisational standards”.
Nilsson points out that standardising the fleet of components that comprise an enterprise technology stack is sometimes regarded as a large migration effort, moving everyone onto a single version or consolidating products into one. However, she says: “While that’s a critical part of standardising the fleet, it’s even more important to figure out the intrinsic motivator for the organisation to keep it streamlined and learn to ‘self-heal’ tech fragmentation.”
According to Nilsson, this is why it is important to integrate all in-house-built tools, as well as all the developer tools the business has purchased, in the same IDP. Doing so, she notes, makes it very easy to spot duplication. “Engineers will only use what they enjoy using, and we usually enjoy using the stuff we built ourselves because it’s exactly what we need,” she says.
The fact that Backstage is a framework is something IT leaders need to consider. In a recent blog post, Forrester analysts Christopher Condo and Lauren Alexander warned that most IDPs are frameworks that require assembly: “While many teams that implemented Backstage assumed that it would be an easy, free addition to their DevOps practices, that isn’t always the case. Backstage can be complex and requires engineering expertise to assemble, build and deploy.”
However, Forrester also notes that commercial IDP options are now available that include an orchestration layer on top of Backstage. These offer another option that may be a better fit for some organisations.
AI in an IDP
As well as the assembly organisations will need to carry out if they do not buy a commercial IDP, AI is revolutionising software development, and its impact needs to be taken into account in any decisions made around developer self-service and IDP.
Spotify’s Nilsson believes it is important for IT leaders to figure out how to support AI tooling usage in the most impactful way for their company.
“Today, there is both a risk to not leveraging enough AI tools or having it very unevenly spread across the company, as well as the risk that some teams give in to the vibes and release low-quality code to production,” she says.
According to Nilsson, this is why the IT team responsible for the IDP needs to drive up the adoption of these tools and evaluate the impact over time. “At Spotify, we drive broad AI adoption through education and hack weeks, which we promote through our product Skill Exchange. We also help engineers use context-aware agentic tools,” she adds.
Looking ahead
In terms of AI tooling, an example of how developer self-service could evolve is the direction of travel SAP looks to be taking with its Joule AI copilot tool.
When structure, automation and visibility are built into the developer experience, you replace bottlenecks with flow and create an environment where teams can innovate quickly, confidently and responsibly Pia Nilsson, Spotify
CCS Insights’ Rotibi believes the trend to integrate AI into developer tools and platforms is an area of opportunity for developer self-service platforms. Among the interesting topics Rotibi saw at the recent SAP TechEd conference in Berlin was the use of AI in SAP Joule.
SAP announced new AI assistants in Joule, which it said are able to coordinate multiple agents across workflows, departments and applications. According to SAP, these assistants plan, initiate and complete complex tasks spanning finance, supply chain, HR and beyond.
“SAP Joule is an AI interface. It’s a bit more than just a chatbot. It is also a workbench,” says Rotibi. Given that Joule has access to the SAP product suite, she notes that, as well as providing access, Joule understands the products. “It knows all the features and functions SAP has worked on, and, behind the scenes, uses the best data model to get the data points the user wants,” she says.
Recognising that enterprise software developers will want to build their own applications and create their own integration between different pieces of software, she says SAP Joule effectively plays the role of a developer self-service portal for the SAP product suite.
Besides what comes next with AI-powered functionality, there are numerous benefits in offering developer self-service to improve the overall developer experience, but there needs to be structure and standards.
Nilsson says: “When structure, automation and visibility are built into the developer experience, you replace bottlenecks with flow and create an environment where teams can innovate quickly, confidently and responsibly.”
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