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AI is advancing rapidly, and there are many discussions about how it will affect the general workforce. It may or may not replace traditionally human-owned positions, but there are already signs of it happening. While nearly all companies invest in AI to some degree, reports indicate that a mere one percent believe the technology is at maturity. In other words, it’s not ready for primetime. However, a recent experience IBM had might prove otherwise. The company laid off over 8,000 employees, who it considered redundant, and replaced them with artificial intelligence automation.

Only, IBM discovered the human element was necessary, after all, albeit in different high-growth sectors. Arvind Krishna, IBM’s chief executive, told the Wall Street Journal that the company actually increased its total employment after the initial reductions. On the surface, it might seem like a win for those opposed to AI, but you need to pay attention to why more people were hired. The AI helped automate certain operations, and it was successful, but that also freed up other resources for parts of the company that needed human expertise.

It deployed AskHR, an AI-powered conversational agent for administrative tasks, which helped automate 94% of its related work duties and resulted in a $3.5 billion productivity boost. But that also created demand for specialized roles like software engineers and marketing specialists. The corporate speak is that “strategic redeployment” allows companies like IBM to create new employment opportunities. That could be good or bad news, depending on your viewpoints and whether you’re affected by lay-offs. AI is creeping into everything these days, and it’s not comforting, especially since we know most of the internet is written by AI at this point.

Does this reveal anything about the future of workforce AI?

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AI does have the potential to improve lives. There are more than a few things it can do you’ll be thrilled you never have to do manually, again. Modern AI systems can also do several things beyond just talking, chatbot-style. It can help plan workouts, plan vacations, create websites, assist with coding, generate creative content, and analyze transcripts and documents. That also highlights why it’s suitable for companies like IBM to automate various administrative tasks, like spearheading vacation requests, payroll processing or document management.

However, the more sinister side is that no one has really stopped to think about what’s going to happen to those displaced by these technologies, at least not in a meaningful way. The World Economic Forum predicts that 92 million jobs could go away by 2030 because of AI. The footnote is that it may generate up to 170 million new jobs, much like what IBM has experienced. But for those displaced, do they simply step away for good? Do they retrain in a new field? Will they be able to find work after going through those motions? 

Automation can save a lot of time and a lot of money, obviously, but the corporate world doesn’t seem concerned with the human cost. With companies like IBM laying off thousands — Microsoft laid off 9,000, Amazon ousted 14,000, Accenture about 11,000 — it might be time to seriously consider the future of this displacement.

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A set of digital initiatives for European companies has been proposed by the European Commission to streamline regulations and data sharing. The initiative includes European Business Wallets, which the European Commission (EC) said will offer companies a single digital identity to simplify paperwork and make it much easier to do business across EU member states. 

Valdis Dombrovskis, commissioner for economy and productivity, said: “Today’s proposal represents an important first step in our digital simplification agenda, aiming to create a more favourable business environment for European companies.”

The proposals aim to reduce €5bn in administrative costs for compliance by 2029, while the European Business Wallets promises to unlock another €150bn in savings for businesses each year. 

Through the European Business Wallet, the EC plans to offer businesses a way to digitally sign, timestamp and seal documents. It is being positioned by the EC as a way to securely create, store and exchange verified documents, and to communicate securely with other businesses or public administrations in their own and the other 26 member states.

Among the measures being put in place is a simplification of the EU AI Act for smaller businesses. including technical documentation requirements, saving at least €225m per year. There is also a broadening of compliance measures for innovators providing regulatory soundboxes and real-world testing. The EC plans to have an EU-level sandbox ready by 2028.

The AI Office is being empowered to provide centralised oversight of AI systems built on general-purpose AI models, which the EC said would reducing governance fragmentation. The timeline for applying rules to AI systems deemed “high risk” is also being adjusted to a maximum of 16 months. This is to start once the EC confirms the needed standards and support tools for the companies developing such systems are made available.

From a cyber security perspective, the EC is proposing a single-entry point where companies can meet all incident-reporting obligations. General Data Protection Regulation (GDPR) is set to become more innovation friendly and the EC has proposed a Data Union Strategy to unlock high-quality data for AI by expanding access, such as through data labs. The EC claims the Data Union Strategy will also strengthen Europe’s data sovereignty through a strategic approach to international data policy by offering an anti-leakage toolbox, which provides measures to protect sensitive non-personal data and guidelines to assess fair treatment of EU data abroad.

“By simplifying rules, reducing administrative burdens and introducing more flexible and proportionate rules, we will continue delivering on our commitment to give EU businesses more space to innovate and grow,” Dombrovskis added.

The proposals include targeted exemptions to some of the EU Data Act’s cloud-switching rules for SMEs, which the EC said could result in around €1.5bn in one-off savings.

Finnish commissioner Henna Virkkunen, who is also responsible for tech sovereignty, said: “By cutting red tape, simplifying EU laws, opening access to data and introducing a common European Business Wallet, we are giving space for innovation to happen and to be marketed in Europe. This is being done in the European way – by making sure that fundamental rights of users remain fully protected.”

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Having Apple CarPlay in a vehicle is pretty sweet, and going wireless can make it even sweeter. Though Apple’s custom interface for a vehicle’s infotainment system supports wired and wireless iPhone connections, being able to do away with a charging cable can help save space. Fortunately, if you’re still tied down by a USB connection, Amazon currently has a great offer for you.

Right now, Amazon has the Jemluse Wireless CarPlay Adaptor on sale for $49.99, saving you 37% off the typical $79.98 price tag. Along with a currently discounted price, the Jemluse has the hardware to perform well, and it’s one of the most popular choices currently available on Amazon. Though there are some things to keep in mind when you’re thinking about buying a CarPlay adapter, this device is a smart choice, and not just because of the discounted price.

With the holiday season approaching, this can be a great gift for someone in your life who is tangled up by cables. That, or you can simply get it as a little treat for yourself to improve CarPlay in your own vehicle. While a wired connection isn’t going to ruin your CarPlay experience like certain settings do, you may find that going wireless offers you more freedom while you drive.

Jemluse Wireless CarPlay Adapter on sale at Amazon

Along with touting itself as a plug-and-play device that’s easy to use, the Jemluse Wireless CarPlay Adapter was specifically built for bringing wireless CarPlay to your vehicle. So long as you’re running iOS 10 or later and have an iPhone 6 or newer, you can take advantage of everything the adapter has to offer.

The Jemluse adapter features 5.8Ghz Wi-Fi and Bluetooth 5.3 for fast connectivity and maintaining a strong connection between your vehicle and the adapter. The device itself also includes an 8-core processor, which the manufacturers says can deliver speeds 10 times faster than other comparable devices. It also comes with an adapter so you can easily switch between USB-A and USB-C, depending on the needs of your vehicle.

Along with being the #1 Best Seller in Car Audio & Video Input Adaptors on Amazon, the Jemluse Wireless CarPlay Adapter also has a 4.4-star rating and over 6,300 reviews. Customers appreciate its quick setup time, lack of lag, and even its relatively small size. Between its solid design, easy connection process, and online updates, the Jemluse is a serious contender against other brands in this price range. We already considered it a good CarPlay adapter for wireless connections, and the money you can save through Amazon makes this a sure-fire win.

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US prosecutors have indicted three cyber security professionals who are alleged to have extorted multiple organisations using the ALPHV/BlackCat ransomware locker in their spare time.

Between them, the three racked up five known victims, a doctor’s office and an engineering company based in California, a medical device company based in Florida, a pharmaceutical company based in Maryland, and a drone manufacturer based in Virginia.

The filing, made in the US District Court for the Southern District of Florida in October, but first reported a month later by the Chicago Sun Times, names Kevin Tyler Martin and an unnamed individual referred to as Co-Conspirator 1 – both of whom worked as ransomware negotiators for DigitalMint, a Chicago-based incident response firm – and Ryan Clifford Goldberg – an incident response manager for Sygnia Cybersecurity Services.

The three men are accused of hacking into their victims’ networks, stealing data and executing ALPHV/BlackCat. They allegedly demanded ransoms of between $300,000 and $10m, and received at least one cryptocurrency payout worth approximately $1.27m.

According to a September FBI affidavit, their cyber crime spree began in May 2023, when the unnamed conspirator obtained an ALPHV/BlackCat affiliate account which he shared with Goldberg and Martin – who is identified in the affidavit as Co-Conspirator 2. They split the profits they made between themselves after paying the gang its “share”. The money was laundered through a mixing service and multiple crypto wallets.

In the affidavit, originally shared by TechCrunch, the FBI said that when interviewed earlier this year, Goldberg confessed to having been recruited by Co-Conspirator 1, and that he took part because he was trying to clear his debts.

Goldberg and his wife are subsequently thought to have left the US on a one-way flight to France on 27 June.

Computer Weekly understands that both DigitalMint and Sygnia are cooperating fully with the federal investigation.

As previously reported by our sister title, SearchSecurity, Sygnia has worked ALPHV/BlackCat attacks in the past and has in-depth knowledge of the gang, which has been implicated in many high-impact ransomware attacks in recent years – among others, it was used against Las Vegas casinos by Scattered Spider acting as an affiliate, and Change Healthcare.

Insider threat

Jamie Akhtar, CEO and co-founder of CyberSmart, described the incident as one of the most unusual he had ever seen as a security pro, not least because the accused men directed their actions outward and not back at their own employer. 

“Insider threats, whether witting or unwitting, are a well-known risk across all sectors,” he said. “However, when a cyber security professional uses the skills they’ve developed in the workplace to target other organisations, it raises an entirely different concern.

“Even within cyber security vendors, not everyone has pure intentions, [and] just because an organisation specialises in defence doesn’t mean it’s immune from becoming a source of risk,” added Akhtar. “Employees in tech and security roles are often highly skilled and trusted with privileged access, a combination that can be dangerous if oversight and support are lacking.

“For organisations, this brings to light the importance of rigorous access controls, regular behavioural and access reviews and a culture that encourages open communication and wellbeing checks,” he said.

“Financial pressure, stress or personal grievances can all push individuals toward actions they might never have considered before. Prevention means not just monitoring systems, but also understanding and supporting the people who use them. Trust is essential, but it must always be verified.”

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For gaming and visual development tasks, like photo or video editing and graphic design, having a monitor with a high resolution can really make a difference. Comparatively, the average 4K monitor supports higher resolutions than 1080p. It features a digital cinema standard of 4096 by 2160 pixels and a more common consumer standard of 3840 by 2160, with a widescreen aspect ratio of 16:9. There’s a reason 4K is called Ultra HD or UHD. You can spot the difference between 1080p HD and 4K — 4K has four times the detail. Choosing a 4K display makes sense for gamers obsessed with fullscreen versus borderless fullscreen differences and maximizing their frame rate and resolutions. But what about when you’re doing more visually static tasks, like working with documents, spreadsheets, and work-related apps? Should you even bother using a 4K monitor for work?

The short answer is it depends. Mostly, yes, if you have the opportunity, you should go with 4K. Thanks to the higher resolution, you have more workspace on the desktop or onscreen. Not to mention, text is crisper, and you have more opportunities to adjust the content to your liking. For example, you can scale fonts up to 200% so they look bigger without losing their clarity and sharpness. If you’re working with two windows open, side-by-side, snapped to the edges of the desktop, they’ll not only look clearer but also have a lot more detail. It’s difficult to comprehend how that affects onscreen text when you’re not comparing regular HD and UHD directly, but it does make a difference. Of course, the final piece of this puzzle is figuring out the cost and determining whether or not you have the budget to upgrade to 4K — or if you even need to upgrade in the first place.

Should you upgrade to a 4K monitor or not?

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Upgrade or not? It depends. Weigh factors like your budget, your current monitor’s condition, and any benefits in making the change. UHD or 4K is a massive leap if your current monitor is 1080p, but what about 1440p? Yes, that’s also a big jump in quality. Visual upgrades are crucial for creatives, gamers, and those wanting optimal fidelity and performance. If you’re just doing work-related tasks, however, the demands aren’t similar.

That shouldn’t deter you, though. In spreadsheets, using higher resolutions provides more desktop space, meaning more cells and content on screen. That’s also true when working with documents and large blocks of text. More on screen means less time scrolling and, hopefully, better efficiency for your work tasks. The biggest drawback of a 4K upgrade is the potential increase in power draw, meaning the display may use more power than your old one and increase your electricity bill. If you’re not working from home, that’s not as much of a concern. Moreover, power consumption is also influenced by monitor size, display technology, and refresh rate. Point being, don’t avoid upgrading because of increased power draw alone. Instead, consider whether the benefits are worth it for you.

Sometimes, monitors include built-in USB ports, allowing you to level up your desk and free space there, too. Or built-in cable management features help you tuck away cords that would create clutter. These features aren’t common in older monitors and might make the upgrade worth it. Moreover, new monitors support HDMI, which stands for High-Definition Multimedia Interface and works with more than just desktops — you can also plug in laptops, tablets, mobile devices, and game consoles. That would give your new 4K monitor a lot more functionality, justifying the cost.

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Burnout among chief information security officers (CISOs) and cyber professionals is no longer a fringe concern – it is a persistent and growing crisis within the industry. Despite holding senior titles, many CISOs operate in environments where their roles are misunderstood, under-supported, and burdened with unrealistic expectations.

Cyber security has evolved alongside business functions rather than being fully integrated into them. This historical separation has created a cultural and operational disconnect, leaving many cyber professionals isolated. As one expert observed, “most people in cybersecurity are in survival mode, fighting the crocodiles nearest the boat.” The pressure to manage daily operations, respond to incidents, scan the horizon for emerging threats, and contribute to strategic planning – all often with minimal resources – has become unsustainable.

A key issue is the widespread misconception that CISOs are simply senior technical experts. In reality, the role demands strategic oversight, leadership, and governance. Yet many CISOs are promoted from technical backgrounds without the necessary development in communication, leadership, and business acumen. They are expected to maintain deep technical expertise while simultaneously operating as high-level strategists – a duality that few other C-suite roles are asked to maintain.

This mismatch between expectations and reality creates a vicious cycle. Without clear role definitions or organisational maturity around cyber leadership, CISOs struggle to advocate for themselves. Boundaries blur, workloads expand, and the risk of burnout intensifies. Knowing one’s value and setting boundaries is essential, but difficult when the business itself lacks clarity on what it expects from the role.

Remote work has further exacerbated this isolation. The loss of informal, in-person interactions has made it harder for CISOs to build relationships, influence culture, and engage in the dynamic conversations that often drive innovation and problem-solving. The ability to walk past a colleague’s desk and spark a spontaneous discussion has been replaced by scheduled meetings and digital silos.

To address burnout, several key strategies must be considered:

1. Early advocacy: CISOs must set expectations and boundaries from the outset. Waiting until the role becomes overwhelming is often too late.
2. Leadership development: Organisations must invest in developing CISOs beyond their technical skills, equipping them with the tools to lead, communicate, and influence at the executive level.
3. Support networks: No professional, regardless of seniority, should operate in isolation. Peer support and mentorship are vital.
4. Role clarity: Businesses must mature in their understanding of the CISO role. The title “Chief Information Security Officer” implies a remit far broader than just cyber. Recognising this distinction is key to setting realistic expectations.
5. Enforced boundaries: Downtime is essential. CISOs must be empowered to delegate, switch off, and protect their mental health.

This is not a simple fix. The challenges are both organisational and personal, and they must be addressed in tandem. The industry is hanging on by a thread, and with the rise of AI and increasingly complex threats, the risk of burnout could have catastrophic consequences if left unchecked.

The fact that CISO burnout remains a topic of concern year after year – predating even the Covid-19 pandemic – speaks volumes. The pandemic may have intensified the issue, but it did not create it. Isolation, unclear expectations, and a lack of support have long plagued the profession. If the industry is to thrive, it must prioritise the wellbeing of its cyber leaders as much as it does its technical defences.

Mike Gillespie is CEO and co-founder and Ellie Hurst is commercial director at Advent IM Ltd,

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The Police Digital Service (PDS) has dismissed concerns about the quality and pace of its work being hampered by a cost-cutting push to reduce headcount in its flexible IT workforce, while acknowledging its efforts to improve workplace culture remain ongoing.

The Home Office-funded company is responsible for overseeing the development and delivery of the National Police Digital Strategy. Projects in its purview include the setting up of the Microsoft Azure-based National Police Capabilities Environment (NPCE), which launched in August 2025 amid persisting sovereignty concerns about how policing data is processed within the Microsoft cloud.

According to sources in PDS, the organisation is pursuing an “aggressive thinning out” of its IT contractor workforce, which has seen the number flexible workers it relies on cut by around 70%. The sources claim there were previously around 100 or so contractors working for the organisation in this capacity, but – as confirmed to Computer Weekly by PDS – the number of contractors on its books now stands at 30.

“This is already badly affecting project deliveries – and that’s only going to get worse, not better,” said one source, as another contracting source said PDS is heavily reliant on flexible workers for technical and specialist work.

“The bulk of technology and security specialism is provided to organisations such as PDS – not by the organisations themselves, because the simple truth is they don’t have the money to attract and retain talent [with such specialised skills] in a competitive marketplace.”

Another source, with a close working knowledge of PDS, said having a flexible workforce of contractors also benefits the organisation as it means it can scale up and down the staffing resources it needs with greater ease based on project requirements.

“Depending on what programs PDS is working on and what stage they’re at, it makes sense to use contractors. If the project is in the discovery phase, you’ll only need a couple, but if [a project] is rolling out across policing, you will need a lot more,” the source said. 

In recent weeks, Computer Weekly has received anecdotal accounts from contractors working at PDS who claim the organisation is trimming their numbers down by offering “non-viable” working terms when their contracts come up for renewal.

As examples, Computer Weekly was told some contractors are being offered reduced hours, while others are only being offered contracts that expire before the end of the year.

“Some of the contractors left because they were offered very short extensions, and some just don’t like the vibe at PDS and have left,” said one of those affected.

In a statement to Computer Weekly, Greg Hobbs, interim chief people officer at PDS, confirmed the company has been focusing on “consistent headcount growth” as part of a “stable and consistent move towards a permanent workforce” for cost-reduction purposes over the past 12 months. As proof of this, he said PDS has seen its permanent headcount increase from 278 people to 310 since October 2024.

“Wherever possible, we look to utilise our in-house staff, ensuring value for money and providing a sustainable and consistent level of service for customers. We are also consistently working to reduce our reliance on external resourcing,” Hobbs continued.  

“Due to the nature of short-term and government-funded projects, which we are commissioned for, it is sometimes appropriate for us to hire contractors or use fixed- term contracts, either to support our capacity or to draw in specific technical skills to get the right balance and enabling improved quality of deliveries.”

According to Computer Weekly’s sources, the swapping out of contractors for permanent staff is not being done on a like-for-like basis, where skills and experience are concerned, which is why – it is claimed – project delivery is suffering as a result.

“What they are doing is getting rid of experienced, expert contractors and replacing them with novice, less experienced and less expert permanent staff,” said a source with a long history of working as an IT contractor for the likes of PDS.

“It would make sense if they were replacing contractors with similarly qualified, experienced personnel, but those are rare as hen’s teeth because anyone that expert and experienced is most likely a contractor anyway,” they added.

However, in its statement to Computer Weekly, PDS’s Hobbs hit back at the suggestion that reducing the organisation’s reliance on contractors has negatively affected its output.

“Over the past year, PDS delivered a range of products and services on behalf of policing, which was showcased at the NPCC Innovations and Digital Summit [in October],” he said. “We have not seen a drop in productivity or delivery, and we continue to provide a top quality, impactful and high-value service to UK policing.”

Downturn in morale

Another recurring piece of feedback Computer Weekly has received from sources is about low staff morale in PDS, with one describing it as a “really unhappy place to work”.   

The organisation itself has been subject to a significant restructure and streamlining of its senior leadership team, which is now almost exclusively staffed by interim hires, over the past year. This reshuffle was prompted by the arrests of two employees in July 2024 for suspected bribery, fraud and misconduct in public office, and the resignation of the organisation’s then CEO Ian Bell shortly after.

In the wake of the arrests, PDS confirmed to Computer Weekly that a “thorough review” of the organisation would follow, which – according to sources in the organisation – resulted in a promise that PDS would undergo a “cultural reset”.

Incidentally, PDS included a paragraph in its 2024 financial report about the ongoing work the organisation is undertaking, focused on “improving the culture and engagement with employees at all levels”. This is described in its 2024 Companies House filing as an “important workstream” contributing to the development of a “culture where our people feel they matter”. This paragraph has also appeared in every PDS financial report filed with Companies House since 2020.

Uncertainty over PDS’s future

The individuals Computer Weekly spoke to for this article said a major source of low morale in PDS is the uncertainty surrounding the organisation’s future, with the Home Office’s upcoming reform of the policing sector looming large on the horizon.

In November 2024, the Home Office said the reforms will include the creation of a National Centre of Policing (NCoP) that will have the provision of national IT capabilities in its purview. As reported by Computer Weekly at the time, this has led to questions about whether PDS will still exist once NCoP is created because it appears the two entities will be duplicating responsibilities.

In June 2025, Diana Johnson, the former minister of state for policing and crime prevention, published a letter that strongly suggested PDS’s work and responsibilities will be taken over by NCoP. It stated that establishing NCoP will require primary legislation to be passed, and preparatory work undertaken to “facilitate a smooth transition of relevant capabilities” into this new organisation, while “maintaining effective service delivery” and ensuring minimal disruption to staff.

“Examples of such functions [that require transition] include the commercial work currently being delivered by BlueLight Commercial Limited, and the IT functions currently delivered by the Police Digital Service,” Johnson’s letter confirmed.

Further detail on NCoP is expected to emerge in the coming months, with the publication of the Police Reform whitepaper (due by the end of 2025) and the emergence of the National Policing Information Technology Reform Strategy and Roadmap, due sometime next year.

In a statement to Computer Weekly, PDS interim chief people officer Hobbs said the organisation is aware that employees might be “experiencing uncertainty” ahead of the contents of the forthcoming policing reform whitepaper being made public.

However, these feelings are “not unique to PDS” and are “being felt across the sector”, he continued, before going on to acknowledge that the organisation’s work on improving employee engagement and its culture remains ongoing.

“We recognise that there is more to do, but that is because culture change is never finished. We’ve worked hard to bring stability to the organisation and have made it a priority to keep staff informed and involved throughout ongoing changes,” he said.

“PDS continues to evolve and feedback from our colleagues helps us to refine our approach. Our ongoing internal surveys show that our people are engaged, which was also demonstrated by the recent success of the NPCC Innovation and Digital Summit. We remain committed to supporting our people and fostering a workplace culture that reflects our values and ambition.”

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The House of Lords Science and Technology Committee’s second report into the UK’s failure to retain and scale science and technology firms has described the government’s visa policies for global talent as “counter-productive”.

With the Trump administration’s $100,000 fee for high-skilled workers’ H1-B visa, the committee has urged the government to “roll out the red carpet” for talented scientists and entrepreneurs who want to come to the UK, rather than red tape.

Adrian Smith, president of the Royal Society, said the UK has a visa cost system, which is, on average, 17 times more expensive than in any other country. “It is insane,” he told the committee. “Again, it keeps going back to the lack of joined-up stuff across government. DSIT (the Department for Science, Innovation and Technology) will say, ‘We want global talent’, and the Home Office will say, ‘We will try to put you off’.”

The committee’s second report of the session, Bleeding to death: The science and technology growth emergency, highlights a continued failure of the UK to support a thriving science and technology ecosystem. The report warns that the UK has seen a procession of promising science and technology companies moving overseas rather than scaling here. Its inability to retain the economic benefits of its R&D endeavour is a fatal flaw in any growth strategy.

Robert Mair, chair of the House of Lords Science and Technology Committee, said: “The UK’s failure to scale its science and technology companies has reached a crisis point. We have witnessed a procession of promising science and technology companies choosing to scale overseas rather than in the UK.”

Risk-averse and inflexible government procurement is blamed by the report’s authors for shutting out small and medium-sized enterprises from government contracts. Combined with the lack of larger technology companies based in the UK that could provide contracts, the report found that startups often have no choice but to seek equity funding from overseas, which can lead to a loss of control over the company.

The report’s authors call for the government’s “laissez-faire approach to technological sovereignty” to change. “All too often, we have allowed promising UK science and technology companies and lucrative contracts to be acquired by overseas investors, especially in the US,” they said. “We must nurture and support these companies to remain here, anchoring them firmly into the structures of government, academia and commerce, and make it the obvious choice for them to grow in the UK.”

Labour’s Industrial Strategy aims to make the UK a digital leader. It sets out overarching targets for the UK to become the third-best place in the world to scale up a technology business, and to achieve the first trillion-dollar tech company in the UK by 2035.

To achieve this, the committee said there needs to be coordinated action across government departments and public bodies, including No 10, the Treasury, DSIT, the Department for Business and Trade, the Department for further Education, the Home Office, delivery departments, UKRI, Innovate UK, the British Business Bank, the National Wealth Fund, procurement authorities in government, and regulators.

“This coordination has proved difficult to achieve in the past, particularly when departments pull in contradictory directions,” the report’s authors warned.

Mair added: “The government will need to use every lever it has to support UK-based science and technology companies and entrepreneurs, and to encourage private investors to do the same. By unlocking institutional investment, changing the culture around innovation, and organising its efforts in procurement, public investment bodies and regulatory reform, the UK government can still stop the bleeding and reap enormous rewards for the nation.”

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Working in the cyber security industry has always been high-pressure but we have seen that pressure intensify. Advancing threats, expanded attack surfaces, rising workloads and a global skills shortage are all having a negative effect on the mental health of many cyber security professionals.  

According to Hack The Box’s 2024 research, a staggering 84% of cyber security professionals report stress, fatigue, or burnout. These findings show that this is no longer just a wellbeing issue, it’s now a strategic risk.

For CISOs and business leaders, burnout often leads to errors, delayed response times and attrition that affects the already critical skills gap. Our research found that in the UK alone, stress-related productivity loss costs cyber organisations an estimated £130m annually. This results in longer onboarding times and increased pressure on those who remain within the organisation. 

The personal toll is just as bad. 74% of cyber security professionals globally have taken time off because of work-related mental health issues, averaging 3.4 sick days per year. Yet there is still a disconnect between executive leadership and those defending the front lines. 90% of CISOs globally express concern about the impact of stress and burnout on security but only 47% of CEOs share that concern. 

Upskilling for real-world readiness

Many organisations focus on closing the talent gap by hiring more staff but the real opportunity lies in developing and retaining the talent they already have. Traditional training often falls short by being too generic and detached from real-world experience. It doesn’t help professionals manage the pressures that come with defending live systems.

Hack The Box’s research into stress and burnout revealed that the mental demands on cyber defence professionals are just as critical as the technical ones. During a live incident, the ability to make fast, accurate decisions under pressure is what separates effective responders from overwhelmed ones. 

Most cyber security training focuses on improving technical proficiency, from penetration testing to incident response. However, real-world attacks introduce an additional variable that is rarely addressed – stress. Under high-pressure conditions, attention narrows, reaction times slow, and even the most skilled professionals will struggle. 

This is why psychological readiness needs to become a core component of professional development. By simulating high-pressure scenarios that mirror actual breaches, security professionals can learn to recognise stress triggers and develop emotional regulation alongside their technical skills.

Talent shortage and burnout

The cyber security talent shortage remains one of the sector’s biggest challenges. Critical cyber roles remain unfilled, and when new employees do come on board, it can take months before they are fully operational. Burnout further adds to the problem, driving experienced professionals to leave the industry and creating a costly cycle of recruitment. 

What is needed is role-specific learning paths that are designed to shorten time-to-time productivity for security operations centre (SOC) analysts, red, blue and purple teamers and engineers, for example. Clear progress tracking will help ensure that upskilling aligns with role expectations, reducing wasted effort and improving return on investment (RoI). Investing in professional development that accelerates onboarding, keeps teams engaged and supports upskilling, will help organisations retain expertise and strengthen workforce capability. 

Keeping teams engaged

Burnout and attrition are often symptoms of disengagement. When training feels repetitive or disconnected from day-to-day challenges, it won’t inspire growth or motivation. To counter this,  gamified, community-driven learning can help make ongoing development engaging and meaningful.

Gamified challenges, leaderboards and badges create a sense of achievement and healthy competition, while a community-driven approach ensures a constant flow of fresh, relevant content. 

Retention and mental health improve when professionals enjoy their work and share experiences that support collaboration. Engagement isn’t just about satisfaction; it’s about ensuring teams remain motivated, connected and mentally ready to respond effectively under pressure. 

Supporting psychological resilience also creates a culture of sustainable performance. Teams that can stay calm and think clearly under pressure make faster, better decisions and help their organisations maintain stability during a crisis. 

Embedding psychological readiness and gamified upskilling into workforce development helps organisations demonstrate a commitment to their employees. It strengthens engagement, morale and long-term retention, ensuring cyber teams are not only technically capable, but mentally resilient.

Haris Pylarinos is CEO and founder of Hack The Box 

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There have been a number of reports in recent months regarding Apple’s plans for Apple Intelligence and its suite of AI features. With the company’s promised Siri revamp now being delayed, and a release date now coming in 2026, we’ve seen even more rumors swirling around what Apple might do to try to close the gap between itself and other competing smartphone makers.

Now, the latest information circling the mill appears to be that Apple and Google are close to settling a deal that could reportedly cost Apple nearly $1 billion a year. That hefty sum would get the company its own custom Gemini model to power the more conversational Siri. Bloomberg’s report on the matter explains that Apple is in talks to possible pay this amount for access to an “ultrapowerful 1.2 trillion parameter artificial intelligence model.” That new model would power the company’s upcoming Siri revamp, which is meant to make the Apple assistant even more capable.

A new Siri powered by Gemini

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Not many are likely to be surprised about this development, as Apple has supposedly even been in talks to acquire Perplexity in the past, and we’ve seen previous reports claiming that Apple and Google might work together to bring Apple Intelligence up to speed with the likes of ChatGPT and Copilot. That said, it’s still a bit jarring to learn that two companies that have often taken shots at each other — especially in recent months with Google’s Pixel ads — might end up relying so heavily on one another.

Apple has previously looked into third-party models as a way to offload the resources needed to power its upgraded Siri, even offering ChatGPT access directly in Siri — though there are a couple of hoops to jump through to utilize it completely. However, with a Gemini model underneath, Siri will hopefully be able to handle complicated requests and actions itself in the same way that Google’s Gemini does on Android devices.

Apple got started in the AI race fairly late, and Samsung has already seen success using Gemini as the model underpinning its own AI features, which often mimic versions of Google features that arrive on the Pixel phone lineup. And while this partnership isn’t confirmed just yet, the fact that Apple seems to be closing in on a deal with Google could mean good news for Apple fans hoping to get more out of Apple Intelligence.

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