Real cyber-security resilience demands far more than just ticking boxes. It requires reshaping fundamental behaviours, language and assumptions around risk, starting with the people most likely to be targeted – employees.
Cyber threats don’t discriminate by sector or size. From the attacks that shut down Jaguar Land Rover (JLR) and disrupted the operations of retail giants the Co-op and Marks & Spencer, recent events have shown that even the most well-resourced organisations are vulnerable when secure behaviour isn’t embedded at a cultural level.
It impacts the bottom line, people, a company’s brand values and reputation, and it’s often irreversible. According to the Cyber Monitoring Center (CMC), the cost to the two high profile, high street retailers could reach £440 million, or if you prefer, the equivalent of 29,333,333 Marks & Spencer ‘Gastropub Dine In’ meals for two.
The retail sector is particularly prone to risk with large, dispersed workforces, high turnover, a heavy reliance on suppliers and seasonal peaks that bring in new, sometimes less-trained staff. Add to that a constant flow of payments, loyalty card transactions, and customer data and there’s a lot…
