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UK cyber action plan lays out path to resilience | Computer Weekly

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UK cyber action plan lays out path to resilience | Computer Weekly


A report produced for the government has today set out nine core recommendations for how the UK can strengthen its burgeoning cyber security sector to fuel resilience and growth across the economy.

Written by experts at Imperial College London (ICL) and the University of Bristol, and drawing on consultations with nearly 100 members of the cyber community, the UK cyber growth action plan slots into the government’s Modern Industrial Strategy, and will feed into an ongoing refresh of the National Cyber Strategy.

The report says that although the UK’s cyber sector remains on an upward trajectory, with jobs and revenue both rising by over 10% and gross value added (GVA) by over 20% in the past 12 months, taken as a whole, cyber is still undervalued. It describes “significant untapped potential” to go further still.

“The cyber security sector in the UK has significant growth potential, and there are clear roles for both government and the private sector identified … to contribute to tapping into that potential,” said Nigel Steward, director of the Centre for Sectoral Economic Performance (CSEP) at ICL.

“Supporting the sector isn’t just an economic opportunity, it’s essential for our national security and the resilience of businesses, so we at CSEP are very happy to have been able to produce this independent report in partnership with the University of Bristol to support the government’s Modern Industrial Strategy.”

Guy Poppy, pro vice-chancellor for research and innovation at the University of Bristol, added: “The UK’s cyber sector is a driver of innovation, resilience and economic growth. This action plan provides a timely roadmap, recognising how emerging technologies will shape future challenges and opportunities for stakeholders. It sets out a framework for research, skills and collaboration to turn innovation into growth and nationwide impact.

“By combining academic excellence with enterprise and policy engagement, we can help build a stronger, more resilient cyber ecosystem.”

Three pillars, nine recommendations

Each of the nine core recommendations is organised around three pillars – culture, leadership and places, designed to be implemented together to maximise their impact and force change at a systemic level.

The report’s authors caveated this by saying these are not designed to be exhaustive, and given how quickly the report was researched and compiled, it is likely that further work will be needed to create more granular recommendations.

On the first pillar, culture, the report recognises that growing British cyber businesses will depend on better interaction between product and service suppliers, and security buyers and leaders, and the first three recommendations are designed to address this.

  • First, government and stakeholders should review incentives and validation routes available to cyber businesses to help make it easier to navigate complex cyber demands and build a culture that helps organisations grow;
  • Second, government should stimulate growth by setting expectations on reporting cyber risk, encouraging uptake of cyber insurance and principles-based assurance, and possibly mandating the use of accreditations such as the National Cyber Security Centre’s (NCSC’s) Cyber Essentials scheme;
  • Third, cyber professionals should be engaged in civil society on their role in national resilience and prosperity to foster public participation in security. They could, for example, emphasise the role security teams at critical infrastructure operations play in keeping the nation’s homes lit and warm. This effort would also include shoring up cyber skills initiatives at schools and colleges to develop future talent.

On the second pillar, the report recognises that cyber leaders today tend not to be very focused on connecting supply and demand for sector growth. The fourth, fifth and sixth recommendations set out to address this.

  • The report recommends the appointment of a UK cyber growth leader to coordinate across the security sector and in the government. This role would encompass some duties previously held by the now-defunct UK cyber ambassador in promoting exports in support of the country’s national security, as well as a responsibility for driving forward a plan to prioritise cyber growth and integrate it into various policy areas;
  • Next, it calls for the appointment of “place-based leaders” who can convene and drive local cyber security growth initiatives and outcomes. Ideally, these individuals will have significant experience in the industry. Although they will work with the cyber growth leader, they should remain independent from all levels of government;
  • Then, the government should expand and better resource the NCSC, which the report’s authors describe as a “crown jewel” for cyber resilience, using its deep expertise in support of cyber growth, business guidance and validation, and technological research.

The third pillar recognises the role of “places” in innovation and growth. On this basis, the final three recommendations are designed to help attract cyber investors, shape research and development (R&D), and build relationships to help new security businesses get up and running.

  • Place-based leaders should be in place to develop future-oriented communities that bring together security pros and chief information security officers, academics, small and large businesses, government, and other stakeholders, to share perspectives and pursue solutions to security challenges. The goal here is to help initiate and deliver innovative projects, building a “culture of anticipation”;
  • Places should nurture distinct tech areas by being strategic in prioritising technologies and their areas of application based on local strengths and sector connections, aligned to government strategy. The goal here is local security strengths for local places that together are more than the sum of their parts and contribute to UK-wide growth;
  • Finally, places should create safe spaces or sandboxes, with on-tap infrastructure and data for various stakeholders to explore, create and conduct exercises such as role-playing cyber wargames. The goal here is not just to help create new initiatives, products and services, but to foster broader capabilities to serve in times of crises, should they arise.

All of these recommendations are underpinned by two principles – that the UK’s security sector should act as one team, and celebrate, build on and capitalise on the social capital in the cyber community, and that the benefits of cyber resilience and growth should always be recognised during discussions of value for money.

“The message from across the sector is clear,” said Simon Shiu, professor of cyber security at the University of Bristol, who led on the report’s creation.

“The UK has the talent, ambition and opportunity to lead in cyber security. We can do this by aligning growth with resilience, and making strategic choices that benefit the whole economy.”

NCC Group CEO Mike Maddison added: “The UK’s Cyber growth action plan is a bold step forward, recognising cyber not just as a technology, but as a strategic enabler of national resilience and economic growth. It builds on the Industrial Strategy’s clear message: cyber is a frontier industry.

“This plan sends a powerful signal to our clients and partners. It shows that the UK is serious about scaling innovation, investing in skills and commercialising research. And it confirms what we have always known, that cyber security is essential to the future of every sector.”



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Grado’s Signature S750 Headphones Sound Modern but Feel Like the ’70s

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Grado’s Signature S750 Headphones Sound Modern but Feel Like the ’70s


The friction-pole mechanism for headband adjustment is no less agricultural, for all its familiarity where Grado headphone designs are concerned. And while the detachable cable is a fair bit more flexible than some older Grado models, that’s not the same as saying it’s meaningfully flexible. If there’s a more willfully unhelpful length of cable in all of headphone-land, I’ve yet to encounter it.

On the subject of the cable: Grado provides 180-ish centimeters of it with a 6.3-mm termination at the end. When you’re charging this sort of money for headphones, it’s not outlandish to imagine your customer might have a device that accepts a balanced connection. Frankly, why there isn’t a choice of cables in the packaging is, frankly, beyond me. It’s something that the overwhelming majority of Grado’s rivals provide as a matter of course, and though the company’s website suggests there are forthcoming cable options “including a variety of lengths, as well as balanced terminations such as 4-pin XLR and 4.4mm,” these have been “forthcoming” for quite some time now, and will have a cost attached.

Photograph: Simon Lucas

I’m in no position to doubt the effectiveness of the “B” ear cushions where sound quality is concerned. After all, the Signature S750 sound superb, and Grado suggests the cushion design is a contributing factor. What I do feel qualified to say, though, is that the raw-feeling foam of the ear cushions is not especially comfortable, and that it retains and returns the wearer’s body heat with something approaching glee. “Premium” and “luxurious” are not words that apply.

Ultimately, it depends on what your priorities are. There’s certainly no arguing with the way the Signature S750 sound. They’re uncomplicatedly impressive and periodically quite thrilling to listen to, depending on the mix. But unless you’re one of those hair-shirt hi-fi fundamentalists from back in the day, one of those listeners who somehow doesn’t believe outstanding sound quality is valid unless there’s some suffering attached, there may well be too many shortcomings to overlook when it comes to these Grados. “Hand-assembled in Brooklyn, USA” notwithstanding.



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The Future of EVs Is Foggy—but California Still Wants More of Them

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The Future of EVs Is Foggy—but California Still Wants More of Them


It’s been a weird and confusing few weeks for the auto industry—especially for those who hoped to see more batteries on the road in the coming decade.

Just this month: Ford announced a retrenchment in its EV business, canceling some battery-powered vehicle plans and delaying others; the European Commission proposed to backtrack its goal to transition fully to zero-emission cars by 2035; the US government said it would loosen rules that would have required automakers to ratchet up the fuel economy of their fleets. BloombergNEF projects 14 million fewer EVs will be sold in the US by 2030 than it did last year—a 20 percent drop.

What has not changed, it seems, is California’s interest in shifting to cleaner transportation. “The state is doubling down on our zero-emission vehicle deployment, providing market certainty, and continuing to lead on clean transportation regardless of policy reversals elsewhere or shifts by automakers,” Anthony Martinez, a spokesperson for Governor Gavin Newsom, wrote in a statement to WIRED. He said the governor’s “commitment to accelerating California’s clean transportation transition hasn’t changed.”

In 2020, Newsom became one of the first lawmakers in the world to commit to full electrification when he signed an executive order directing state agencies to create rules that would ban the sale of new gas-powered cars in the state by 2035. Those rules eventually aimed to ratchet up the share of battery-electric vehicles, with an ultimate goal of a mix of pure EVs and plug-in hybrids. (The PHEVs could only account for about 20 percent of sales.) Several other states, including Massachusetts, New York, Oregon, and Washington State, pledged to do the same.

Earlier this year, the GOP-led Congress revoked, through legislation, California’s power to set its own clean air regulations. The state responded with a lawsuit, which is still being argued. Meanwhile, Newsom signed another executive order directing state agencies to further the state’s electrification goals in other ways.

Now auto industry experts and players say the state’s determination to push through policy and market changes to meet its now half-decade-old goal may be overly ambitious.

“Getting to 100 percent might be challenging,” says Stephanie Valdez Streaty, the director of industry insights at Cox Automotive. “There are a lot of headwinds.”

A coalition of California business groups have argued that the state’s goals even for next year—a requirement that 35 percent of model year 2026 vehicles sold are zero-emission—aren’t realistic, and that California should push back its goals for zero-emission new car sales. (Enforcement of the rules is paused while the larger battle with US Congress plays out.) Zero-emission cars accounted for 21 percent of the overall annual state new car sales as of the fall, according to the California New Car Dealers Association, well below the 35 percent goal. “The timeline needed to be adjusted,” says the group’s president, Brian Maas.



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Top 10 IT leadership interviews of 2025 | Computer Weekly

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Top 10 IT leadership interviews of 2025 | Computer Weekly


Artificial intelligence (AI) has been the biggest talking point for IT leaders in 2025 – both the emerging capabilities and opportunities from the technology, and the challenges of implementing it at scale and in a way that delivers measurable benefits.

For the digital, data and technology leaders that Computer Weekly is privileged to talk to every week, building AI into their wider strategies and managing often over-hyped expectations just adds to the difficulties of one of the most important roles in any modern organisation.

All of that is taking place while they need to keep a tight rein on costs in a still difficult economy, and juggle skills shortages, talent development and ensuring cyber security. So, how well are they doing?

Computer Weekly gets access to some of the top technology leaders in the world – and the details they share make fascinating reading for anyone looking to develop and implement an IT strategy to improve their business, support employees and enhance their careers.

Here are Computer Weekly’s top 10 interviews with IT leaders in 2025:

The BBC’s research and development (R&D) arm serves a public purpose, which, according to director Jatin Aythora, is to make some of the technologies and inventions it creates available for free or at a really low cost. Aythora sees his job as helping to achieve technical breakthroughs that the news and media industry can benefit from, which he says BBC R&D has done for many years. Computer Weekly talks to him about self-belief and learning from different industries

The UK mapping service has moved on a long way from paper maps as it now looks to use AI to understand, interpret and derive insights from geographical data. CTO Manish Jethwa has a career-long passion for turning geographical data into useful insight, and he’s leading the organisation’s development of next-generation geospatial technologies.

As a technologist who also runs corporate operations, Thomson Reuters’ CTO believes her tech background gives her a unique edge as the business information group looks to transform its products with AI. That’s why she’s on a mission to use digital systems to transform internal processes and customer services.

Richard Masters, vice-president of data and AI at Virgin Atlantic, is an expert in enterprise data, but his career began somewhere different – space. Before moving into analytics, Masters completed a PhD in astrophysics at the University of Oxford. He is now applying his expertise in astrophysics to the nitty-gritty details of using AI to improve customer experience.

The vehicle recovery specialist is looking to AI and connected vehicle technology to enhance customer experience and get motorists back on the road in the shortest possible time. Group CIO Antony Hausdoerfer is driving the plan for digital transformation.

Digital media is core to engaging nearly two billion fans of Premier League football around the world, with data analytics and AI playing an ever-more important role. For Alexandra Willis, director of digital media and audience development at the organisation that runs top-level club football in England, the priority is to establish data-enabled experiences that keep fans just as engaged and entertained off the pitch.

Among the questions a head of technology may ponder are: what does it mean to be innovative, and, perhaps, what technology can be used to drive an innovation strategy? Given the main way people tend to place bets with Bet365 is via its mobile app, Alan Reed, head of platform innovation at Bet365’s Hillside Technology platform, talks to Computer Weekly about how generative AI changes the way people interact with computers.

Kate Balingit has been leading the digital health initiative at Mars Pet Nutrition, reporting to the company’s pet care CIO, where she is focused on commercialising and deploying artificial intelligence through well-known pet food brands such as Pedigree, Iams, Sheba and Whiskas. She talks to Computer Weekly about making AI relevant across its brands to support pet health.

Dan Keyworth, director of business technology at McLaren Racing, says his role involves running the tech at the sharp end of Formula One, all the IT infrastructure that must be deployed to Grand Prix races, and the IT that keeps the business of McLaren Racing on track.

The world of performing arts is in a completely different universe compared to the bits, bytes and IT infrastructure that Keith Nolan and the IT team at Royal Ballet and Opera spend their work time in. He talks about how IT lowers costs and helps power stage innovations for world-class performances. 



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