Author: Eternity Lab

As the drive for the use of open telecoms technology in the UK gains further pace, deep tech innovation organisation Digital Catapult believes it has added further momentum to the Open RAN innovation by signing five international suppliers to its advanced connectivity programme, offering access to what it said was the UK’s only open testing and integration centre (Otic) to trial, validate and scale Open RAN offerings, boosting network innovation and supply chain diversity.

Digital Catapult works to provide technical validation, tailored market readiness support and consultancy for companies in the UK telecoms landscape. This includes guidance on commercialisation pathways, access to potential channel partners for customers and information on real-world deployment challenges. It also spans adopters’ needs, pain points, barriers to adoption and practical application of new technology.

As it explained the importance of signing the new vendors to its ecosystem, the association said it was on a mission to help build resilience in the UK’s advanced connectivity infrastructure and supply chains, supporting UK mobile network operators (MNOs) by broadening access to a pipeline of new suppliers. The net result, it assured, was enabling faster, scalable deployment of Open RAN technologies and diversifying the market by helping smaller suppliers to scale successfully.

The participating suppliers to the programme will now gain access to Digital Catapult’s advanced lab, which is said to be the first and only UK-based Otic.

Accreditation means suppliers can be certified and badged post-completion, verifying and validating their services with a view to driving successful partnerships with MNOs, and injecting a suite of interoperable innovations into the market.

Successful participants will receive badges for interoperability and end-to-end testing, which Digital Catapult regards as critical for instilling confidence among MNOs and streamlining the supplier selection processes. 

Participants in the scheme now comprises Accelleran, Antevia Networks, Benetel, G Reigns, IS-Wireless and Pegatron.

Commenting on the addition of the suppliers, UK telecoms minister Liz Lloyd said: “Better connectivity transforms lives – creating jobs, boosting business and unlocking the full potential of new technology. This programme gets innovative tech out of the lab and into the world faster, helping to tackle poor connectivity challenges, diversify our telecoms supply chains and support economic growth.”

Digital Catapult chief technology officer Joe Butler said: “Badging and certifying participants will be key to scaling new Open RAN innovations, supporting vendors that may not otherwise have the recourse or capacity to trial and validate their solutions.

“As an Otic, we can provide a trusted environment to rigorously test solutions, and this next phase of our programme will support UK operators by reducing integration complexity and diversifying the market with reliable new solutions.”

Also part of the offer is the Sonic Labs facility and innovation programme, delivered in partnership with Ofcom and funded by the Department for Science, Innovation and Technology. Since launching, it has tested 71 Open RAN products from 26 global suppliers, establishing itself as a key driver towards open, interoperable and secure advanced connectivity and network infrastructure in the UK.

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Whenever GM explains why it’s abandoning CarPlay, the explanation is nothing short of a convoluted mess. For instance, GM CEO Mary Barra and GM Chief Product Officer Sterling Anderson recently appeared on the Decoder podcast and explained, in part, their stance on CarPlay. At one point, Anderson went so far as to intimate that GM’s decision was inspired by Steve Jobs’ approach to product development.

“But frankly, it’s a very Jobsian approach to things,” Anderson said. “The removal of the disk drive, nobody liked that, everybody on the forums and Facebook was complaining about it, but to that he said, ‘Look, guys, flash storage really is the future. Get on board, you’ll see that.’ That’s kind of what we’re saying here, in fact that’s exactly what we’re saying.”

That’d be a more convincing argument if GM was offering something better than CarPlay. But, as mentioned above, CarPlay just works while GM’s own infotainment system simply isn’t as reliable. That’s hardly a surprise given that Apple has a decades-long history of churning out intuitive and easy-to-use software. GM, on the other hand, can make fine automobiles, but has never been known for its software prowess. Abandoning a working technology in favor of one that’s decidedly worse is the exact opposite of a “Jobsian approach.”

Later on, Anderson started talking about how GM’s own infotainment system allows for more functionality than a console simply mirroring an iPhone. The only problem is that Anderson doesn’t explain how or why this is the case. “You are in a much more immersive environment that can do so many more things,” Anderson said. “Why would you use the equivalent of a phone mirroring application on a laptop in your car?”

Because, quite simply, it works. The lack of coherent messaging from top GM executives, in my opinion, underscores their limited vision and only strengthens the idea that GM’s move is motivated more by short-term financials than an actual interest in creating a compelling user experience.

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Audit, tax and advisory firm KPMG has equipped its US headquarters with a dedicated network powered by Verizon 5G.

One of the big four accounting and professional services networks in the world, KPMG has core industry client teams that draw from more than 40,000 professionals in the US and 162,000 worldwide, spanning advisory, tax and audit.

It has a technology service portfolio focused on helping clients digitally transform across front, middle and back office; adapt to consumerism; use data analytics, intelligence automation and artificial intelligence; transact and divest; deliver quality audits; provide tax planning and compliance services; manage risk; and comply with regulations.

Located at Two Manhattan West in New York City, the office’s neutral host network will use Verizon’s 5G technology and infrastructure to deliver what the practice says is a “seamless”, secure and reliable wireless experience – across carriers – for KPMG clients and employees alike.

In making the deployment, Verizon said neutral host networks are increasingly being embraced by large enterprises looking to simplify in-building or campus coverage, reduce operational complexity and future-proof their investments in network infrastructure. Verizon sees neutral host networks as key to connecting phones, tablets and other devices to the public networks of all major US carriers who opt in to join the network.

The neutral host network for KPMG is designed to power a next-generation workplace, providing KPMG employees and visitors with what is intended to be the high-speed connectivity and consistent user experience necessary for facilitating immersive collaboration and technology innovation.

By enhancing KPMG’s connectivity infrastructure, Verizon said it was enabling KPMG to continue focusing on providing a best-in-class client service.

In addition, it claimed the collaboration marked another milestone in the companies’ shared commitment to innovation and digital transformation, which includes partnering to deliver 5G and mobile edge compute (MEC) services designed to transform the healthcare and life sciences sector.

“Our new headquarters at Two Manhattan West is designed to deliver a first-class, tech-enabled experience for our people and clients, and Verizon Business is the trusted partner helping us bring that vision to life,” said Yesenia Scheker-Izquierdo, KPMG New York office managing partner and US sector leader for asset management.

“Partnering with Verizon Business to bring a neutral host network to our new Manhattan headquarters ensures that our people and clients benefit from secure, high-performance connectivity that accelerates collaboration and enables smarter, faster decision-making.”

Jennifer Artley, senior vice-president of 5G acceleration at Verizon Business, said: “KPMG and Verizon have a long history of collaboration, and we are proud to expand our partnership to bring the convenience and reliability of neutral host networking to their landmark Two Manhattan West headquarters.

“This deployment exemplifies how leading organisations are rethinking the workplace experience and leading with connectivity to drive better employee experiences, operational efficiency and business outcomes.”

Verizon recently announced that its neutral host networks were being deployed by leading healthcare providers in the US to help manage increasingly complex data needs for varied user groups at its facilities – for example, neutral host for patients, visitors and other public network users, and private 5G for mission-critical operations.

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The Broadband Forum has published a technical report outlining how to address the internet challenges people living in multi-dwelling units (MDUs) still face despite rapidly increased broadband access to premises over the past few years.

The report defined fixed wireless access (FWA) as establishing a connection over a radio link for communications between a base station and user equipment, such as 5G modems, that are typically installed in the apartment.

The Broadband Forum added that for radio frequencies below 6 GHz, a 5G network is suitable to provide broadband services with a high level of coverage. But for gigabit-level or multi-gigabit speeds, broadband service providers want to make use of high-band “frequency range 2” 5G mmWave spectrum at 24-40 GHz. This spectrum range has additional signal attenuation when travelling through walls or building materials, so architectures that employ outdoor CPE devices are favoured to maximise performance.

The research project on which the report was based began in 2023. It fundamentally focused on outlining how multiple tenants and apartments can receive gigabit broadband connectivity through a single 5G FWA connection by reusing a building’s existing infrastructure, defining an architecture and requirements for serving multiple tenants in an MDU via FWA through converged and pure 5G network approaches. 

The topline finding was that multiple tenants and apartments can share high capacity 5G mmWave links through using existing in-building infrastructure so that delivering 5G broadband to apartment buildings gets simpler, through to a new specification that allows a single 5G Fixed Wireless Access (FWA) modem to deliver high speed connectivity to multiple tenants.

The specification is said to solve challenges prevalent in MDUs, such as the limited availability of service options for subscribers beyond 1Gbps in buildings that lack fibre-based access, and performance or coverage limitations of FWA for individual tenants in large buildings. Technical solutions based on the new standard also allow apartments to be reached using the existing property infrastructure, including twisted pair, telephone wiring, or coaxial cabling, from the attic or basement of the building.

“This publication is a gamechanger for broadband service providers and will ensure that customers, regardless of what type of property they reside in, are served equally when it comes to broadband connectivity,” said Mike Talbert, Broadband Forum multi-tenant FWA project stream lead and Wistron NeWeb Corporation senior director of technology.

“By reusing the existing in-building infrastructure, multiple tenants can be served with one 5G FWA connection, and this specification promises more efficient use of 5G resources, simplified and unified management, and reduced operating costs for operators.”

Christele Bouchat, Broadband Forum network architecture work area co-director and Nokia strategy and standardisation manager, added: “In the past, restrictions set by property owners or the design of existing MDU buildings have limited the possibilities for making high-capacity broadband services available to these subscribers.

“The latest specification addresses these limitations by allowing the installation of a high-performance 5G outdoor FWA system that can be shared by potentially dozens of tenants and connected through existing cabling already in the building.”

The TR-507 and MR-516 standards are now available to download.

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The C-suite is caught in an AI pressure cooker. On one side, boards and CEOs see the relentless headlines of AI-driven layoffs at major technology firms and ask a simple, pressing question: “Where are our savings?”. This creates immense pressure on CIOs to realise financial returns from AI, with the implicit assumption that the primary path to that return is workforce reduction. On the other side is the sobering reality of execution. Nearly half of CIOs report that AI has not met their return on investment (ROI) expectations.

This disconnect exists because the C-suite is operating from a flawed premise. The narrative that AI is already enabling widespread, productivity-driven job cuts is dangerously misleading for most organisations. As technology leaders, the primary mandate is to deconstruct this myth and ground executive teams in a more analytical, data-driven reality.

The most dangerous strategic error a CIO can make today is to mistake a pivot to a new business model for a simple efficiency gain. 

There are three distinct AI layoff strategies, each enabled by three entirely different talent patterns. An implementation strategy must align with the desired outcome, and for the vast majority of enterprises, the headlines simply do not apply. 

Repositioning fulltime employees 

First, an analysis of what is actually happening at the companies driving the news cycle. The high-profile layoffs at firms like IBM, Salesforce, and major consulting houses are not evidence of a simple automation-driven job apocalypse.

These moves are not about productivity at all; they are a commerce-driven strategy known as Experience Redistribution. 

This is a “Talent Remix”. These organisations are strategically reallocating human capital, cutting from low-performing or legacy business lines to fund a massive pivot toward net-new AI revenue streams. IBM, for example, stated that while some back-office roles were replaced, its total employment actually increased to fuel investment in its AI consulting services. Salesforce laid off 1,000 employees while simultaneously creating 2,000 new sales roles specifically to sell its new AI products.

This is a commercial pivot to capture new markets. Gartner analysis of workforce events in the first half of 2025 confirms this. Of the more than 241,000 job events studied, 79% were not AI-related at all. Critically, 17% were attributable to this “Reposition” strategy, while less than 1% were caused by AI-driven productivity layoffs.

The takeaway for CIOs is stark: if your business is not pivoting to sell AI software, hardware, or consulting services, this strategy is not your strategy. 

Restraining hires 

For the majority of enterprises, the most common and immediate talent impact of AI is not layoffs but Restrain Hiring. 

This strategy is enabled by a talent pattern termed Experience Starvation. The mechanism is rooted in human behavior: organisations deploy AI assistants to their most experienced, high-complexity workers (engineers, analysts, consultants) to make them more productive. When a new task arises, that senior employee finds it faster to complete the work themselves with their AI assistant than to mentor a junior through the process.

The natural apprenticeship model breaks down. As a result, when demand for work increases, the organisation feels less pressure to add junior headcount.

This delivers a real, but limited, financial benefit: cost avoidance. The organisation is not reducing current staff numbers; it is avoiding hiring new ones. This is a crucial distinction. It prevents future costs from being added, but it does not create a cashable saving from the current payroll that can be harvested and redeployed. 

There is real risk here. This strategy starves the future talent pipeline, creating a critical vulnerability, as AI will not replace the roles that require the discernment of experience, the very experience it is no longer cultivating.  

Reducing Headcount

This brings us to the strategy that most executives believe they are asking for: Reduce headcount. 

This strategy relies on a pattern called Experience Compression, where AI radically increases the proficiency of junior staff in low- to mid-complexity roles. The classic example is a contact centre, where an AI tool guides a new agent through complex issues, making them as effective as a senior agent. 

In practice, however, this goal is proving highly elusive and is not yet being realised commonly at scale. The hurdles are immense. 

First, the productivity gains are simply not large enough. Eliminating roles requires a functional productivity increase between 30% and 65%. Current research shows that even one of the most successful use cases, customer service, tops out at a 14% to 34% gain. This is often below the minimum threshold required for material headcount reduction. 

Second, any anticipated gains are lost to “productivity leakage”. A 10% efficiency gain for one team member often translates to only a 1% process improvement due to workflow bottlenecks and coordination overhead.

Most importantly, sustainable cost savings only flow from transformed workflows, not from the premature harvesting of headcount. This requires deep, foundational process reorganisation before any cuts are made. The effort and cost associated with that process redesign is often one to three times as large as the cost of implementing the AI technology itself. Attempting large-scale layoffs without this foundational work is a direct path to operational instability.

A framework for strategic action 

The CIO’s mandate is to lead the C-suite from pressure to precision. This requires a new framework for action. 

• Diagnose and Align: The first action is diagnosis. CIOs must identify which AI talent strategy aligns with the organisation’s current strategic goals and ensure alignment on this reality among executive peers. This includes setting clear expectations on timescales. “Reposition” strategies are underway; “Restrain” strategies are happening now and will likely increase; “Reduce” strategies are not yet occurring at scale. 
• Prioritise the Talent Pattern: The second, and most critical, step is to create the corresponding talent pattern before executing an AI talent strategy. Layoffs or hiring restraints must start with creating the right talent foundation. Executing the strategy without the underlying talent pattern in place often leads to operational instability. 
• Counteract Experience Starvation: Third, organisations must deliberately counteract Experience Starvation, which is a likely outcome for most. As senior employees absorb more tasks with AI assistance, junior talent pipelines are threatened. Best practice involves creating GenAI-powered simulators, allowing protégés to practice complex, domain-specific scenarios in a safe environment, gaining vital experience before real-world decisions arise. 
• Pivot to Financial Efficiency: Finally, for technology leaders facing a non-negotiable mandate for near-term cost reduction, productivity initiatives are an unreliable path. Layoffs will not deliver savings fast enough. The more effective answer is “financial efficiency”, using AI not to make people faster, but to make finances and cash more efficient. This includes applications like optimising vendor contracts or working capital. This approach targets budget line items directly, delivering measurable impact without the friction of premature headcount reduction. 

The strategic imperative 

AI is fundamentally changing the workforce. Every executive team will need an AI layoff strategy, even if that strategy is a deliberate decision not to pursue layoffs. In the current environment, this must be a conscious, well-reasoned choice. If an organisation decides to act on AI-driven talent changes, the approach must match its core business strategy and its foundational talent patterns. Retreating from this question under the guise of human-centricity is a mistake.  Having a deliberate strategy is the most humane approach for the organisation. Without it, any actions taken become mere reactions.

Nate Suda is a senior director analyst at Gartner.

Gartner analysts will further explore how AI is reshaping enterprise structure, talent and leadership at the Gartner IT Symposium/Xpo in Barcelona, from 10–13 November 2025.

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International Airlines Group (IAG) has announced a partnership to implement Starlink-enabled high-speed Wi-Fi connectivity for more than 500 aircraft across its fleet.

IAG is one of the world’s largest airline groups, carrying more than 122 million customers to 260 destinations across 91 countries each year. Its leading airlines in the UK, Ireland and Spain include Aer Lingus, British Airways (BA), Iberia, Level and Vueling. It also includes two complementary businesses, IAG Cargo and IAG Loyalty.

The airline believes that transformation and innovation enable it to maximise value and efficiencies across the group. It has to date been focusing on innovation as part of its group-wide transformation programme, with initiatives including AI to optimise engine maintenance and the launch of the IAGi venturing fund to invest in high-potential startups and scaleups.

As of 31 December 2024, the IAG fleet comprised 601 aircraft, and all of its aircraft not due for retirement will receive the Wi-Fi. Implementation plans will vary by airline and be communicated as the roll-out plan is finalised in the near future. The first aircraft due to go live with the Starlink service connectivity are due to take off in early 2026, covering short-haul journeys in Europe, as well as all of the group’s long-haul transatlantic and global routes.

Starlink offers download speeds of up to 150-450Mbps and upload speeds of 20-70Mbps. IAG noted that a download speed of 150Mbps will allow passengers to download an HD movie of approximately 5GB in around five minutes.

This, according to IAG, will allow passengers to stay connected in the skies with download and upload speeds as good as or better than home connectivity, enabling fast downloads, streaming and online gaming for customers. According to UK comms regulator Ofcom, UK homes’ average maximum download speed was 223Mbps in 2024.

“Staying connected in the skies is increasingly important to our airlines’ customers,” said IAG chief executive Luis Gallego. “The introduction of high-speed Wi-Fi from Starlink will transform onboard connectivity, improving both the connection speed and reliability for customers. Customers from all IAG airlines will be able to benefit from the service from next year. This demonstrates how IAG is working together as a group, to drive innovation and secure major deals to benefit all our stakeholders.”

The roll-out of Starlink satellite connectivity at BA follows a similar move with BA’s arch-rival, Virgin Atlantic, earlier in 2025. Virgin will begin installing streaming-quality Wi-Fi on its Boeing 787s, Airbus A350s and A330neo aircraft from the third quarter of 2026, with an expected completion date by the end of 2027.

In addition, in May 2024, a trio of Boeing 777-300 aircraft belonging to Qatar Airways were the first of its planes to receive Starlink low-latency satellite Wi-Fi connectivity, with the entire fleet set to be upgraded with technology from the company by 2026.

At the time, Qatar Airways was the largest airline to partner with Starlink, and said the move solidified its commitment to elevating the passenger experience onboard, with plans to progressively extend SpaceX-powered technology.

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A leak a few weeks ago claimed Google would add Gemini-powered conversations to Google Maps that would look and feel similar to chats in the Gemini app, with a big twist: These chats would be centered on navigation and nearby places of interest. That experience isn’t quite here the way it appeared in that leak, but Google on Wednesday unveiled four new Gemini features for Google Maps that will make the beloved navigation app even better.

Google Maps will support voice-based, hands-free conversations with Gemini during the navigation experience. “It’s like having a knowledgeable friend in the passenger seat who can confidently help you get where you’re going,” Google described the experience in a blog post, which is akin to turning Gemini into your copilot. The feature will be available on Android and iPhone in the coming weeks.

An example Google offered shows a driver asking for budget-friendly restaurants along the route. Gemini quickly identifies a place nearby, and then the driver asks about parking. Once Gemini offers the parking information, the driver tells the AI to go there. Google Maps automatically adds the stop, without changing the final destination. As that happens, the driver tells Gemini to add a Calendar event. The example shows the car moving along the route, indicating the user was driving while talking to Gemini. Separately, the new Gemini conversational powers in Google Maps will let you report traffic disruptions by voice.

Google Maps will use landmarks for directions

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Another useful new Gemini-powered feature in Google Maps is support for mentioning visible landmarks during turn-by-turn navigation. Instead of sticking with the conventional “turn right in 50 feet” directions, Google Maps will now use elements on the road that you can see, so you don’t have to worry about assessing distance. In an example, Gemini mentions a traffic light and the name of a street while providing directions. Gemini will also use buildings that are famous or easy to spot. It might tell you something like, “turn right after the Thai Siam Restaurant,” and even highlight the landmark on the screen so you can spot it (first screenshot in the image below). The feature is rolling out to Android and iPhone users in the U.S.

Google also announced two other Gemini-powered experiences for Google Maps that users will appreciate. The app will use the AI to inform you about traffic disruptions even if you’re not driving (second screenshot below). Proactive traffic alerts feature is also rolling out to Android and iPhone users in the U.S.

Finally, Google Maps now supports improved Google Lens searches, with Gemini powering the visual search experience (third screenshot above). Google Maps already lets you use AI to ask questions about a place. But the new feature lets you point your phone to a place of interest while using Google Maps, tap the camera in the search bar, and ask questions by voice. Gemini will tell you why a restaurant is popular, and what you can expect. The feature will be useful for walking and exploring a new place. The Lens capability will be available this month to Android and iPhone users in the U.S. 

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Iridium Communications has formed a new partnership with Vodafone IoT to integrate its Iridium NTN Direct service, keeping the operator’s customers and their assets ubiquitously connected.

The partnership with the global voice, data, positioning, navigation and timing (PNT) satellite services firm aims to extend the operator’s internet of things (IoT) division coverage for customers wanting narrowband (NB)-IoT connectivity – meaning that devices in the most remote locations will now be connected.

Through the partnership, Vodafone IoT will gain access to Iridium NTN Direct – the 3GPP standards-based service providing NB-IoT and direct-to-device (D2D) connectivity.

Vodafone IoT services have already been deployed in applications such as smart meters and tracking device that use low-power, wide-area (LPWA) networks. The network has more than 215 million devices connected over 760 networks across more than 180 countries worldwide, providing businesses the ability to manage, monitor and operate their IoT devices.

Planned for commercial launch in 2026, Iridium NTN Direct will connect Vodafone IoT’s NB-IoT customers using the Iridium network for data messaging, tracking and real-time monitoring for IoT, automotive and industrial devices. The partners said that this will be particularly valuable for industries that demand connectivity in extremely remote locations – such as windfarms, oil pipelines, shipping tracking and emergency services.

Iridium’s PNT services see use in applications ranging from synchronising 5G networks to safeguarding global trade, with low Earth orbit satellites helping critical systems to perform without interruption. 

Operating on globally coordinated L-band spectrum with proven infrastructure, Iridium has an established track record of providing weather-resilient and low-power connectivity at scale. Moreover, given the Iridium network has had a history of providing safety of life services which depend on the need for high reliability, the company said that its constellation is ideal for D2D and NB-IoT services and applications, offering a critical advantage where consistent performance in remote and mobile environments matters most.

Upon successful integration and testing, Iridium and Vodafone IoT plan to launch a full commercial service for customers across the globe.

“Iridium NTN Direct stands out among NTN and NB-IoT services by offering MNOs – like Vodafone IoT – an unmatched combination of truly global coverage, reliability and capability,” said Matt Desch, CEO of Iridium. “This collaboration will help to transform the landscape of global connectivity by providing uncompromised scalability, and by advancing our shared vision to connect and empower enterprise assets and people everywhere.”

Vodafone IoT CEO Erik Brenneis said: “We are extremely excited to announce this new partnership with Iridium, which opens the door to a new generation of IoT connectivity. By using direct-to-device satellite connectivity, new and existing customers will benefit from truly global coverage – meaning they can reliably connect their devices in corners of the world where they can’t today. This marks a significant step in our mission to connect everything, everywhere.”

As part of a mission to better empower industries with the ability to orchestrate, connect and manage IoT devices, allow users to expand their operations and accelerate on a global scale with compliant connectivity, Vodafone global IoT functionality is also available on Oracle’s Enterprise Communications Platform (ECP) industry applications.

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On October 28, the Federal Communications Commission (FCC) voted in favor of retroactively banning gadgets or radio components that were previously approved for import into the United States. If they decide that the company making the related components is a national security risk, they can ban any subsequent gear from said company. They’re doing this to close legal loopholes and protect U.S. interests from potential espionage — accessed through backdoors in foreign devices, particularly Chinese telecom operators like Huawei. But it can also be used to ban devices from companies like DJI. As a result, all new DJI products will be automatically banned from import starting in late December if no further action is taken. As the end of the year is close, it does seem like that’s what’s going to happen.

They’ll be barred because the companies will be added to the “Covered List” per the Secure and Trusted Communications Networks Act. That is, unless an “appropriate national security agency” vouches for DJI specifically via a risk assessment, and confirms it does not pose a national security risk. Without that authorization, the STCNA act disallows the FCC from authorizing their internal radios, the telecom components which could be a major source of problems. It’s illegal to import items on the Covered List that are not authorized. No U.S. security agencies have begun an audit despite DJI “urging” them to do so. “We urge the U.S. government to start the mandated review or grant an extension to ensure a fair, evidence-based process that protects American jobs, safety, and innovation,” says DJI global policy head Adam Welsh.

What does this ban mean for current DJI owners?

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The government won’t be taking away DJI gear that you own. In fact, the FCC explicitly mentions that it is “not requiring manufacturers to replace equipment in the hands of consumers.” The use of equipment you already own will “remain authorized.” It looks like this ban will mostly apply to future models released to the market, and potentially products still being sold. But the FCC report also points out that products will be banned on a case-by-case basis, and each time that’s going to happen, the government will allow the public to weigh in. The FCC must allow “an opportunity for public comment for a minimum of 30 days,” meaning you will get a chance to speak up, as will the community if you are concerned or disagree.

But that also means if you don’t already own a DJI drone and are planning to buy one, you might want to do so soon. Not trying to introduce FOMO, but DJI drones are well-built. Back in January, the DJI Flip was reviewed by BGR’s Christian de Looper and earned an eight out of ten for its affordability and useful features. DJI’s other drones are also reviewed well, such as the Air 3S as a go-to quadcopter or the DJI Neo for its decent camera experience considering its price. Under this renewed ban, the latest devices from DJI would not be available to U.S. consumers without authorization. If there is something nefarious going on, that makes sense, but it’s a shame if not.

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While organisations invest in cyber resilience, the resilience of those leading the charge, chief information security officers (CISOs), is often overlooked. The CISO role is consistently ranked among the most high-pressure in the C-suite. According to ISACA’s State of Cybersecurity 2025 report, 66% of cyber security professionals say their role is more stressful now than it was five years ago.

CISOs often operate in environments where security is underfunded, under prioritised, or misunderstood at the board and C-suite level. A lack of senior-level buy-in trickles down into:

• Budget constraints that limit the scope and impact of the CISO function, including resources for tooling and automation.
• Skills shortages and restrictive operating models that prevent effective delegation.
• Strategic misalignment, where short-term delivery is prioritised over long-term business resilience and customer outcomes.

This creates a vicious cycle: CISOs are held accountable for outcomes without sufficient resources or executive backing, leading to stress, frustration, and burnout.

Security is still often perceived as a business inhibitor until a significant incident occurs. The constant need to ‘sell’ cyber security within conflicting C-suite priorities burns effort, while rising public and stakeholder awareness amplifies the pressure.

For example, in finance, CISOs face strict regulation and intense board and public scrutiny. In the public sector, bureaucratic friction and procurement constraints can complicate strategic investments, leaving CISOs exposed both operationally and reputationally.

To move the needle on cyber security, CISOs must go beyond technical defences and reposition security as a strategic business enabler. This starts with shifting board and C-suite mindsets, through education, influence, and persistent engagement, to see cyber security as integral to innovation and resilience.

Developing executive-level dashboards that articulate the organisation’s cyber security posture can provide visibility into progress, operational resilience, and how security initiatives align with strategy and enterprise goals. Equally critical is framing cyber risk in business terms, translating technical threats into quantifiable impacts on revenue, regulation, and user impact. This kind of communication elevates the CISO’s role from IT steward to strategic partner.

The ever-changing cyber landscape

Unlike other leadership roles, the CISO must constantly adapt to overlapping and complex regulations, such as the UK Data Protection Act, the EU General Data Protection Regulation (GDPR), and frameworks like DORA and FCA PS21/3. They also face threats including ransomware and AI-driven attacks. Additionally, CISOs must manage expanding attack surfaces resulting from offshoring, cloud adoption, and increasing third-party dependencies. Compounding these challenges are rapid technological shifts, such quantum computing and generative AI.

CISOs must simultaneously manage today’s risk, ensure operational integrity, steer future strategy, and monitor an evolving landscape, all in real time. The pace of threats means new systems, technologies, or vulnerabilities can be targeted within hours of going live, leaving little margin for error or recovery.

The rapid pace of digital transformation, while essential for business growth, expands risk and complexity beyond what traditional operating models can accommodate. CISOs must adapt at speed, safeguarding organisations against increasingly sophisticated threats.

In healthcare, for example, CISOs face ransomware threats that directly impact patient safety. In large global organisations, tool sprawl and third-party outsourcing increase complexity and reduce visibility, leaving CISOs with fragmented control capabilities.

Building a stronger cyber security posture requires a unified, risk-based approach that clearly delegates controls and accountability across teams and partners. By layering zero-trust architecture with continuous third-party monitoring, organisations can shrink their attack surface and keep vendor risk in check. Running threat simulation exercises further sharpens the security team’s agility, preparing them to respond to emerging threats before they escalate.

Systemic illusions and cognitive overload

While strategic misalignments and resource constraints put the CISO under pressure, the issue of a mismatch between accountability and authority persists. CISOs are expected to secure systems and manage risk across business units, outsourced services and technologies they don’t directly control which leaves them accountable for outcomes without clear decision rights or contractual levers.

The illusion of control arises when CISOs are accountable for cyber security risk but lack authority to enforce controls, especially across fragmented, outsourced, or federated environments. Their role shifts from decisive action to constant negotiation, increasing stress and accountability without power to drive change. In some public sector organisations, the CISO role is secondary or voluntary, often combined with IT delivery, forcing individuals to prioritise security against operational delivery.

Driving change in cyber security leadership demands structural and cultural alignment. Establishing cross-functional governance and defining risk ownership between security and business leaders ensures that cyber risk becomes part of everyday executive decision-making. Embedding security deliverables and risk criteria into all business projects further reinforces that cyber security is a shared accountability. At the same time, supporting the CISO’s own resilience and wellbeing is crucial. Access to peer networks, executive coaching, and setting clear boundaries can help mitigate cognitive overload.

From burnout to balance

CISO burnout is not a personal weakness but a consequence of conflicting organisational design. Until cyber security is embedded as a core business function, CISOs will continue to face impossible expectations and fragmented authority. Organisations must redefine accountability and empower CISOs with real decision-making authority, and invest in resilience, for both their people and their strategies. Only then will cyber security leadership become a source of business strength, rather than a burnout risk.

John Skipper and Farrukh Ahmad are cyber security experts at PA Consulting

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