News & Updates
The latest news and updates from companies in the WLTH portfolio.
Do you need to worry about Mythos, Anthropic's computer-hacking AI?
A powerful AI kept from public access because of its ability to hack computers with impunity is making headlines around the world. But what is Mythos, does it really represent a risk and might it even be used to improve cybersecurity? The past few weeks have brought apparently alarming news of Mythos, an AI that can identify cybersecurity flaws in a matter of moments, leaving operating systems and software vulnerable to hackers. The cybersecurity community is now beginning to get a better sense of how Mythos may change the face of cybersecurity - and not necessarily for the worse. What is Mythos and why are people concerned by it? Mythos is an AI created by Anthropic. Its existence was accidentally revealed last month when people unearthed content on the company's website, not due for publication, which had been left unsecured for anyone to see. According to Anthropic, there's a good reason the model had been kept behind closed doors: it is - by accident rather than design - extremely good at hacking. It can allegedly discover flaws in virtually any software, if asked, that would allow the user to break in. The company says that Mythos found thousands of high- and critical-severity vulnerabilities in operating systems and other software. Anthropic did not respond to New Scientist's request for comment, but the company said on its website that "the fallout -- for economies, public safety, and national security -- could be severe." The company says it took the responsible step of keeping it hidden. So nobody at all is able to use it? Not quite. Anthropic has decided to make it available to a select group of technology and finance giants like Amazon Web Services, Apple, Google, JPMorganChase, Microsoft and NVIDIA under something called Project Glasswing so that they can uncover any bugs in their own software before someone else does. Members of a private online forum have also managed to gain unauthorised access to the trial. Reports suggest that they simply made an "educated guess" about where the model would be hosted online - the same sort of issue that led to the revelation of the existence of Mythos in the first place. Perhaps a company so concerned about cybersecurity should pay more attention to their own. While the model was initially due to be kept under wraps and out of use, it's now gaining huge attention and being tested by some of the world's best cybersecurity experts. Many of those companies are also Anthropic's largest potential customers, of course - and hype about the power of Mythos will certainly do Anthropic no harm. Security expert Davi Ottenheimer summed up the situation in a blog post as "a legitimate technological capability, reframed as civilisational threat, by a party that benefits from the reframing". Kevin Curran at Ulster University, UK, says that the revelation of Mythos and what it might be able to do "triggered alarm across the security industry", although researchers were divided on how serious the threat actually was. "What happens when a machine can do in seconds what a skilled human hacker takes months to accomplish?" he wonders. But there are indications that it isn't time to panic yet. Bobby Holley at Firefox - one of those organisations being given access to Mythos - wrote in a blog post that the model helped his team find 271 vulnerabilities in the web browser, which is certainly quite a haul, but that none were so ingenious, impenetrably complex or sophisticated that a human couldn't have dug them out. "Just one such bug would have been red-alert in 2025, and so many at once makes you stop to wonder whether it's even possible to keep up," wrote Holley. "Encouragingly, we also haven't seen any bugs that couldn't have been found by an elite human researcher." The AI Security Institute (AISI) - set up under then-UK Prime Minister Rishi Sunak after the UK's AI Summit in 2023 - has also investigated Mythos. In tests, it was found to be capable of attacking only "small, weakly defended and vulnerable enterprise systems" and there was no indication that a really secure bit of software or network would be at risk, although it was a step up in ability from previous models. And AISI did warn that these things are improving fast. AISI did not comment when asked by New Scientist to discuss the threat. Alan Woodward at the University of Surrey, UK, has a pragmatic view of the threat posed by Mythos - and all other AI models in general, which also have the ability to spot cyber vulnerabilities to varying degrees. "The AI is not necessarily capable of finding vulnerabilities that a human wouldn't, but it's just so much faster, thorough and relentless. Hence it's finding vulnerabilities that humans have missed," he says. "AI, as demonstrated by Mythos, is making the attacker's job more efficient and giving them a speed and agility that make defence harder, but not impossible." So it seems that while Mythos can find flaws at scale and speed, it isn't finding anything devastatingly dangerous yet. And there are even reasons to believe that it could actually be a good thing. "The defects are finite, and we are entering a world where we can finally find them all," wrote Holley. In essence, if you make or maintain software then you can also use Mythos to pick apart your own code and patch it - perhaps even before it's released. AI will almost certainly get more capable of finding flaws and malicious attackers will almost certainly benefit from this to some extent. But this will also help software-makers - although those who maintain ageing, clunky government software written decades ago may find keeping up challenging. Even Anthropic believes that hacking AIs will eventually benefit defenders more than attackers - but then again, saying the opposite would make it hard to justify making them. Essentially, AI is making - and will continue to make - both hacking and defending from hackers easier, but those who ignore the technology will find themselves at a big disadvantage. "Treat Mythos as the warning shot it is," says Curran. "And assume that within 18 months, comparable capabilities will be in the hands of adversaries. The window to get ahead of this is open, but it is closing fast."
Jet Fuel Crisis Deepens Amid Iran War: Lufthansa Cancels 20,000 Flights, Europe Faces Travel Chaos
The global aviation industry is entering turbulent skies as the ongoing conflict involving Iran disrupts vital energy supply routes, triggering a severe jet fuel crisis. With the strategic Strait of Hormuz effectively blocked, airlines across Europe and Asia are scrambling to manage dwindling fuel supplies, soaring costs, and mounting operational disruptions. The most dramatic response so far has come from Lufthansa, Germany's flagship carrier, which announced the cancellation of approximately 20,000 flights between May and October 2026. The move is aimed at conserving fuel as prices have reportedly doubled since the outbreak of the conflict. Airlines Begin Cutting Flights as Fuel Costs Surge Lufthansa stated that the cancellations -- primarily short-haul routes -- would save around 40,000 metric tons of jet fuel. The decision underscores the severity of the crisis, which is now forcing airlines to make difficult operational trade-offs. Other carriers are following suit. KLM has already canceled 160 flights scheduled for the coming month, while several Asia-Pacific airlines are reducing routes and introducing fuel surcharges. The ripple effect is being felt globally, with rising ticket prices and shrinking availability threatening to derail summer travel plans. Industry experts warn that this could be just the beginning. As fuel becomes scarcer, airlines may be forced into deeper capacity cuts, potentially leading to widespread holiday cancellations across Europe. Europe's Jet Fuel Supply Under Pressure The crisis has exposed Europe's heavy dependence on imported jet fuel, particularly from the Middle East. A significant portion of the region's aviation fuel supply transits through the Strait of Hormuz, making it highly vulnerable to geopolitical disruptions. According to the International Energy Agency, Europe may have as little as six weeks of jet fuel reserves remaining under current conditions. This stark warning has heightened concerns among policymakers and industry stakeholders. However, not all estimates are equally pessimistic. Authorities in the Netherlands suggest that fuel supplies could last up to five months, highlighting uncertainty over the exact scale and timeline of the crisis. Despite differing projections, there is consensus that the situation is serious and demands urgent action. EU Scrambles for Emergency Measures The European Commission is now actively coordinating a response to mitigate the impact. Emergency measures under consideration include collective management of jet fuel reserves and the redistribution of supplies among member states. EU Transport Commissioner Apostolos Tzitzikostas has warned that a prolonged disruption in the Strait of Hormuz could prove "catastrophic" for both Europe and the global economy. In response, EU transport ministers are exploring contingency plans, including increased fuel imports from the United States and enhanced cooperation among member states. The principle of "fuel solidarity" is gaining traction, where countries with surplus reserves could share supplies with those facing acute shortages. While this approach may provide temporary relief, experts caution that it is not a long-term solution. Limited Alternatives Add to Industry Woes One of the biggest challenges facing the aviation sector is the lack of viable alternatives to conventional jet fuel. While Sustainable Aviation Fuel (SAF) has been promoted as a cleaner substitute, its availability remains limited and costs are significantly higher. The International Air Transport Association has previously warned that Europe's fuel supply resilience is weakening due to increasing reliance on imports. Although EU regulations mandate a gradual increase in SAF usage, current supply levels are insufficient to offset the ongoing crisis. As a result, airlines have little choice but to reduce consumption, cut flights, and pass rising costs onto passengers. Ticket Prices Set to Rise as Crisis Deepens Even if a complete fuel shortage is avoided, the financial impact on consumers is inevitable. Rising jet fuel prices are expected to drive up airfares significantly, making travel more expensive in the coming months. Some airlines had previously reduced their reliance on fuel hedging strategies, leaving them more exposed to price volatility. Now, with fuel costs surging, carriers are warning customers to book tickets early to avoid higher prices. The situation is particularly concerning as it coincides with the peak summer travel season in Europe, raising fears of widespread disruptions and reduced consumer confidence. A Wake-Up Call for Global Aviation The current crisis highlights the fragility of the global aviation industry, which remains heavily dependent on stable geopolitical conditions and reliable energy supplies. Any prolonged disruption in key oil transit routes can have immediate and far-reaching consequences. From rising ticket prices to mass cancellations, the effects of the Iran war are already being felt across continents. Airlines, governments, and industry bodies are now racing against time to stabilize the situation. However, unless normal oil flows resume through the Strait of Hormuz, experts warn that the jet fuel crisis could escalate further -- turning what is currently a supply shock into a full-blown global aviation emergency.
How a Hair Dryer Was Used to Reportedly Manipulate Polymarket
Météo France has filed charges, Polymarket swapped sensors, but the oracle flaw remains. A suspected manipulation of weather data tied to a prediction market payout has renewed scrutiny around the "oracle problem" in blockchain systems. The case centers on temperature readings from the Météo France temperature sensor at Charles de Gaulle Airport, which was reportedly used by Polymarket to settle bets on daily weather outcomes in Paris. The Polymarket Manipulation No One Anticipated According to media reports, on April 6, the station recorded a sudden spike to 21°C in the evening, an anomaly inconsistent with surrounding data. The move enabled a bettor to win approximately $14,000. A similar pattern emerged on April 15, when the sensor briefly jumped from 18°C to 22°C. Follow us on X to get the latest news as it happens Speaking to BFMTV and Le HuffPost, Météo-France confirmed on April 21 that it had filed a complaint for "tampering with the operation of an automated data processing system" with the air transport gendarmerie in Roissy. Following the incidents, Polymarket reportedly shifted its data source to Le Bourget Airport station (LFPB). Crypto's Oracle Problem Moved Off the Blockchain and Onto a Paris Runway In a post on X, podcast host Aakash Gupta argued that the core vulnerability remains unresolved despite reported changes to the data source. He noted that shifting to another nearby weather station does little to mitigate risk, describing it as replacing one exposed data point with another of similar security standards, effectively maintaining a single point of failure. "Every crypto whitepaper for the last decade has warned about the oracle problem. Someone finally demonstrated it for $34,000 using a hair dryer," he said. Gupta contrasted the sophistication of blockchain infrastructure with the fragility of its real-world inputs. While the underlying system executing these markets reflects years of technical development, he pointed out that the outcome still hinges on "airport equipment in a plastic box." He further suggested that this issue extends beyond weather-based contracts on Polymarket. According to Gupta, many prediction markets rely on a single authoritative data source for sports results, election outcomes, and other events. This structure, he argued, creates a repeatable attack surface: identify the weakest link in the reporting chain, influence the input, and benefit from the resulting market imbalance. "The hardest part of crypto is the chain. The weakest part is the thermometer," Gupta added. The episode reveals a persistent challenge for decentralized systems. While blockchain infrastructure can ensure deterministic and tamper-resistant execution, it remains only as reliable as the external data it consumes. BeInCrypto has reached out to Polymarket for comment.
Enterprise Agility: How Large Organizations Move Fast Without Breaking Governance
The conventional wisdom in large organizations is that speed and governance exist in permanent tension. Move fast and you compromise controls. Enforce controls and you slow everything down. Most enterprise teams accept this trade-off as a structural fact of organizational life rather than a problem that can be solved. But the teams inside large organizations that consistently move faster than their peers have discovered something important: the bottlenecks are almost never caused by the governance requirements themselves. They are caused by governance systems that were not designed to scale. When the tools that enforce oversight are also the tools that enable execution, speed and control stop being opposites. That is the operating principle behind the most effective project management tools in enterprise environments today. Enterprise knowledge bases fail in predictable ways. They start well-organized, grow without structure, become unnavigable, and are eventually abandoned in favor of email chains and personal drives. Lark Wiki is built to resist that pattern by giving large organizations the tools to maintain knowledge quality as the content volume and the team size both grow. The result: The Wiki becomes a living operational reference rather than an archive. Knowledge that was previously locked in individual inboxes or inaccessible legacy systems becomes searchable and current, and the access model ensures that the right people can find it without compromising the security requirements that enterprise governance demands. Enterprise meetings carry a complexity that standard video conferencing tools struggle to handle. A global all-hands, a cross-functional strategy session, or a company-wide training event requires an infrastructure that can manage hundreds of participants, facilitate structured small-group discussion, and keep everyone engaged without losing the conversational quality of a smaller call. Lark Meetings is built for that range. The result: Enterprise-wide events run with the scale of a broadcast and the quality of a conversation. Large teams can gather, divide into working groups, and reconvene without the coordination overhead that typically makes organization-wide meetings feel like logistical exercises rather than productive sessions. Enterprise operations teams spend a disproportionate amount of time producing reports rather than acting on them. The data exists across multiple systems, someone has to compile it, format it, and present it on a cycle that is always slightly behind the decisions it is meant to inform. Lark Base replaces that cycle with a live operational view that updates itself. The result: Reporting stops being a dedicated activity and becomes a continuous background process. The operational team's time shifts from compiling information to acting on it, which is where enterprise agility is actually won or lost. In large organizations, approval processes are necessary but often badly designed. They create accountability without creating speed, because the routing logic is built for compliance rather than efficiency. Lark Approval is designed to satisfy both requirements simultaneously. The result: Governance requirements are met automatically by the routing logic rather than manually by an administrator. Approvals move faster because the system does the compliance work, and the audit trail that regulators and internal risk teams require is maintained as a byproduct of normal operations. Enterprise documents fail at the same point: they are produced, reviewed, and filed, but the actions they were supposed to generate never get formally captured or tracked. Lark Docs changes the relationship between documentation and execution by making documents an active part of the workflow rather than a record produced after the work is done. The result: Documents become the place where accountability is established, not just where work is described. The enterprise team gains a documentation layer that enforces follow-through by design rather than depending on individuals to manually transfer action items from documents to task trackers. When large organizations audit their operational speed, the bottlenecks almost always trace back to the same root cause: information that should be visible is not, and approvals that should be automatic are manual. The leadership team evaluates Google Workspace pricing and similar platforms as the baseline infrastructure, then adds governance tools on top. The result is a system where the work platform and the oversight platform are separate, and coordination between them requires dedicated operational staff. Lark collapses that structure. The governance layer lives inside the same environment as the execution layer, so the compliance overhead does not sit on top of the work but runs alongside it. Approvals happen in the same platform as the documents that triggered them. Access controls are built into the knowledge base rather than managed separately. Audit trails are generated by the tools the team uses every day rather than by a parallel compliance system. Enterprise agility is not about removing governance. It is about building governance into the infrastructure so that it accelerates decisions rather than delaying them. Large organizations that operate on a unified set of productivity tools where oversight and execution share the same environment move faster than their peers not because they have relaxed their controls, but because their controls no longer require a separate system to enforce them.
The agility trap: Why most Singaporean businesses are structured for stability, not speed
What businesses need is not a reactive response to change, but an operating model that is better equipped to adapt. Most Singapore business leaders would describe their organisations as agile. Few, however, could say that their organisations are built to be agile with the same confidence. The distinction between aspiration towards agility and being designed for is where many Singapore businesses are losing competitive advantage - not for a lack of ambition or effort, but in most cases, due to the organisation's operational model itself. The pressure is real, and it is not going away Whilst Singapore's business environment has always been demanding, the current circumstances feel markedly different. A total of 73% of SMEs cite rising costs as a top concern in 2026, up from 62% the year before. Compounding the issues on the cost front, 71% of employers report difficulty hiring skilled talent. Margins are tighter, headcount is harder to justify, and the expectation to do more with less appears to have become a permanent fixture of the landscape rather than a temporary response to a challenging year. In this environment, the instinct is to reach for familiar solutions: Hire when possible, restructure when necessary, digitise where you can. Whilst reasonable, these are responses designed for a world where disruption is episodic - conditions shift, businesses adapt, the situation stabilises, and business resumes as usual. Today, what businesses need is not a reactive response to change, but an operating model that is better equipped to adapt to it. Agility means adapting to the times The word "adaptability" has been used very broadly in recent times, but its meaning deserves closer examination. An adaptive enterprise is one that continuously evolves to meet changing market demands - integrating flexible processes, responsive structures. and feedback-driven decision-making to stay ahead of disruption rather than react to it. More than a business that responds well to change, it is one that was deliberately designed to do so. In practice, genuinely adaptive organisations share three characteristics that are easy to describe, yet hard to build. The first is flexibility, or the ability to scale capacity up or down in response to real conditions, instead of being locked into fixed structures that were designed for a different set of circumstances. The second is resilience -- established systems and processes that can absorb disruption without breaking, because they were built with variability in mind. The third, and perhaps the most unappreciated, is continuous improvement -- the discipline of using feedback to continually refine how the businesses operate instead of treating their operating model as a settled equation. Most organisations are strong on the third characteristic, but struggle on the first two -- because designing for flexibility and resilience requires structural choices that many businesses have yet to make. The hidden drag of in-house thinking Understandably, the dominant assumption in most Singapore organisations -- SMEs in particular -- is that functions should be built, owned, and managed internally unless there is a compelling reason to do otherwise. Whilst this is reflective of a desire for control, quality, and institutional knowledge, it also creates organisational drag. Fixed headcount equates to fixed costs, regardless of demand. In-house processes are often designed around the team's existing capabilities instead of the business's actual needs. When conditions shift, these structures resist, and leaders find themselves managing the constraints of the operating model when they should be prioritising responding to the market. Such structural problems necessitate structural solutions. Outsourcing as a design decision, not a cost measure Strategic outsourcing is frequently misunderstood as a cost-cutting exercise. In practice, however, the businesses using it most effectively are not primarily trying to reduce spend -- it forms part of their effort to construct a more responsive operating model. When a business outsources a function, it converts a fixed cost into a variable one -- enabling access to specialist capabilities without the overhead of building and retaining them in-house. This frees internal teams to focus on work that is genuinely different -- work that creates competitive advantage -- instead of managing processes that, whilst important, are not distinctive. Critically, this also creates the capacity to scale without the lag time and expenses that come with the process of permanent hiring. This is what an adaptive enterprise looks like in practice - not a leaner version of the same structure, but a fundamentally different approach to how work is organised and delivered. The blueprint for true organisational adaptability For leaders looking to build genuine adaptability, the starting point is an honest assessment of where the operating model is creating drag. Which functions are consuming disproportionate management attention? Where is fixed headcount limiting the ability to respond quickly? Which capabilities are the true core of what the business does, and which are simply things the business has always done in-house? The answers are often more revealing than expected, and they usually point to a need for a redesign rather than a restructure. Singapore's most resilient businesses are not simply working harder with a variation of the same model. They are building differently by intent, and from the ground up. In a business environment where conditions are unlikely to stabilise anytime soon, that distinction is the one that matters the most.
Five Questions With Janice Kapner: Why Agility, Honesty and Alignment Are the Cornerstones of Modern Communications
In this inaugural episode of our "Five Questions With..." video series, communications leaders and PR experts share insights on strategy, leadership and life beyond the office. Our first guest is Janice Kapner, CEO and Founder of Kapner Perspectives Group. Drawing on years of experience, including her former role as Chief Communications and Corporate Responsibility Officer at T-Mobile, Kapner discusses how to build trust and navigate change in today's fast-paced environment. Key Topics Covered: The Power of Agility: Kapner emphasizes that CEOs must be agile and "think on their feet" because the news cycle and social media can shift an entire narrative in less than a day. Front-Footed Communications: It is the responsibility of communications teams to keep management informed and prepared for potential questions from both employees and the media. Radical Transparency: To maintain employee trust and productivity during difficult economic climates or major company changes, leaders should prioritize honesty and context. Consistency is Critical: Ensuring that the entire management team is aligned on the same message prevents confusion and internal dissatisfaction. Managing Sudden Shifts: Kapner explains why companies must clearly communicate the "why" behind sudden strategy shifts to avoid being labeled as hypocrites on social media. Personal Insights: Janice shares a bit about her professional journey from Silicon Valley to Microsoft and T-Mobile, as well as her favorite "all-time" comfort food. Nicole Schuman is Managing Editor at PRNEWS.
Agility Without Illusion: Why Zimbabwean Businesses Must Move From Structure to Value - The Zimbabwe Mail Agility Without Illusion: Why Zimbabwean Businesses Must Move From Structure to Value | Zimbabwe News - The Zimbabwe Mail
IN boardrooms across Zimbabwe, the language of "agility" has become almost ritualistic. Executives speak of transformation, digital migration, and innovation with increasing confidence. Yet, behind this vocabulary lies a more stubborn reality: many organisations remain structurally rigid, slow to respond, and disconnected from the actual engines of value creation. By Farai Chikoore This disconnect is not rooted in a lack of ambition. Rather, it reflects a deeper misunderstanding of what agility truly demands. The prevailing assumption is that agility can be achieved by rearranging teams or launching pilot initiatives. However, global insights, including those from McKinsey & Company, suggest something far more fundamental: agility is less about structure and more about aligning an organisation with how it creates value in real terms. For Zimbabwean businesses operating in an environment defined by volatility and uncertainty, that distinction is critical. The Illusion of Agility in Zimbabwe Across sectors, there has been visible movement. Financial institutions such as CBZ Holdings have embraced digital banking platforms, while fintech ecosystems around EcoCash continue to expand. High retailers like have attempted to adapt their supply chains in response to inflationary pressures. Yet, these changes often sit on the surface. Innovation units operate in isolation, digital teams exist without meaningful authority, and strategic direction remains heavily centralised. What emerges is a fragmented system where new initiatives struggle to influence the broader organisation. This pattern mirrors a global challenge: companies are capable of designing agile frameworks on paper, but falter when it comes to translating those designs into operational reality. The difficulty lies not in conceptualisation, but in confronting the implications, particularly around power, incentives, and control. Where Value Really Lies: A Zimbabwean Perspective The starting point for any meaningful transformation is an honest assessment of where value is actually created. In Zimbabwe's economic context, this is not an abstract exercise. It is shaped by immediate pressures, currency instability, constrained liquidity, and shifting consumer behaviour. For banks, value increasingly lies in the speed and reliability of transactions, as well as the trust they can sustain in a fragile financial system. Retailers derive value from their ability to maintain a consistent supply and adjust pricing dynamically in the face of inflation. Telecommunications firms depend on network resilience and the effective monetisation of data. A company like Econet Wireless Zimbabwe illustrates this dynamic well. Its strength has not simply been infrastructure, but the integration of services into a unified ecosystem that captures multiple layers of customer interaction. This is not a departmental advantage; it is a value stream. Internationally, firms such as Amazon and Alibaba Group have long structured themselves around these value streams rather than traditional functional silos. Closer to home, Safaricom built its dominance by centring its model on mobile financial services, effectively redefining how value is generated within its ecosystem. Zimbabwean firms, by contrast, often remain anchored in hierarchical structures that obscure rather than clarify where value truly resides. The P&L Problem: Power Without Accountability One of the most difficult, yet necessary, shifts in an agile transformation concerns the allocation of profit-and-loss responsibility. In many Zimbabwean organisations, financial control remains concentrated at the top, while operational teams function primarily as executors of centrally determined strategies. This creates a disconnect between decision-making and accountability. Without ownership of financial outcomes, teams lack both the authority and the incentive to respond quickly to changing conditions. Reimagining this structure would mean placing P&L responsibility closer to the points of value creation. In a retail context, this could involve granting category or store-level teams greater control over pricing, procurement, and inventory decisions. Such a shift would allow for faster, more context-sensitive responses to inflation and currency fluctuations. Regional examples offer a useful contrast. Shoprite Holdings has demonstrated how decentralised decision-making can enhance responsiveness in volatile environments, reinforcing the link between operational autonomy and financial accountability. Incentives: The Missing Link Even where organisations attempt structural change, incentives often remain misaligned. Support functions -- whether in technology, compliance, or logistics, tend to operate according to internal benchmarks that bear little relation to commercial outcomes. An agile model requires a different approach. Performance must be measured in terms of contribution to value creation rather than isolated functional efficiency. This is where frameworks such as Objectives and Key Results (OKRs) become particularly relevant, as they link strategic intent directly to measurable outcomes. In practice, this would mean redefining success for enabling teams. An IT department, for instance, would be evaluated not simply on system stability, but on its role in driving transaction volumes or customer adoption. Similarly, logistics functions would be assessed based on their impact on product availability and turnover, rather than cost containment alone. Global firms such as Google have embedded such approaches into their operating models, ensuring that every part of the organisation is aligned with overarching strategic objectives. Zimbabwean businesses, however, often continue to rely on legacy performance metrics that fail to capture real value. Coordination in a Volatile Economy The pace of change in Zimbabwe's economic environment renders traditional planning cycles increasingly ineffective. Annual strategies, while still necessary for direction-setting, are insufficient in a context where conditions can shift dramatically within weeks. Agile organisations address this challenge through continuous planning processes. Strategic objectives are revisited regularly, with quarterly and in some cases, monthly adjustments made in response to emerging trends. This approach is becoming standard in more dynamic markets. Fintech firms in East and West Africa, for example, routinely adjust pricing, product features, and customer engagement strategies based on real-time data. In Zimbabwe, however, many organisations remain tied to rigid planning frameworks that struggle to keep pace with economic realities. Culture: The Hardest Shift Beneath structural and strategic changes lies a more complex challenge: culture. Without a shift in mindset, even the most carefully designed operating models will fail to deliver meaningful results. Empowerment is often the first hurdle. Leaders may be reluctant to delegate decision-making authority, particularly in environments where mistakes carry significant consequences. Yet, without trust, agility cannot function. Equally important is the notion of end-to-end ownership. Teams must move beyond narrowly defined tasks and take responsibility for outcomes, even when those outcomes depend on coordination across multiple functions. This requires a departure from traditional boundaries and a willingness to engage more broadly in the value chain. At the same time, enabling teams must adopt a service-oriented mindset, recognising their role in supporting value creation rather than operating as independent centres of control. Achieving this balance is neither quick nor easy; it demands sustained effort and, often, a redefinition of organisational identity. What Zimbabwean Businesses Must Do Now For Zimbabwean firms, the path forward is not about adopting the language of agility, but about confronting its implications. This begins with a clear understanding of where value is created and a willingness to reorganise around those realities. It requires shifting financial accountability closer to the front lines, ensuring that those responsible for execution also bear responsibility for outcomes. Equally, it demands a rethinking of incentives so that every function within the organisation is aligned with value creation. Planning processes must become more fluid, capable of responding to rapid changes in the economic landscape. Above all, organisations must invest in building the capabilities and trust required to empower their teams effectively. The Strategic Imperative Zimbabwe's economic environment is unlikely to become less complex in the near term. Volatility, in many respects, has become the baseline condition rather than the exception. In such a context, agility is not a discretionary strategy. It is a structural necessity. The organisations that will endure are those that move beyond superficial transformation and embed agility into the core of how they operate, make decisions, and create value. Anything less risks leaving them well-organised, but fundamentally unprepared for the realities of the market.
Flex It Your Way with Agility+ - a more flexible and accessible way to drive a new Mercedes-Benz - paultan.org
If you're looking to purchase a new Mercedes-Benz vehicle but don't want to be confined to the limitations of a conventional hire purchase agreement, you'll be able to Flex It Your Way with Agility+, an innovative repayment plan that provides you with lower monthly repayments and exceptional flexibility for your new Mercedes-Benz. Agility+, which is offered by Mercedes-Benz Financial Malaysia, is a one-stop solution that offers a host of benefits and pluses beyond the usual financing plan. For a start. it offers a lower, more affordable monthly repayment, because you're not paying for the entire car, but just what you're planning to use. The beauty of Agility+ is that it takes away the risk of potentially low residuals, or resale value, of your car. That's because with Guaranteed Future Value, you are only paying for a proportion of the vehicle's value, based on the tenure and mileage you select. For example, a Guaranteed Future Value of RM100,000 for a RM300,000 vehicle means you'll only be paying RM200,000 over the course of your tenure. At the end of your tenure, Agility+ provides extra flexibility in how you want to conclude your agreement options, either by opting to Settle, Extend or Return the car. If you wish to keep the car, pick Settle and pay the remaining residual value and take full ownership of it, or choose Extend to cover the remaining residual value over the following few years. Return means you simply hand the car back to Mercedes-Benz. With this option, you'll be able to upgrade to a new Mercedes-Benz model every three to five years. The company is also offering extra perks with Agility+ in the form of a one-year extended warranty and four compact service packages. You also get MobilityPlus, which guarantees a replacement car should your car need more than 48 hours to undergo routine servicing or a warranty claim. With monthly repayments from as low as RM2,288 for an A 200 Sedan and from RM2,688 for a GLA 200 Nightfall, Flex It Your Way with Agility+ is definitely the more flexible and accessible way to drive a new Mercedes-Benz. Find out all about Flex It Your Way with Agility+ and its offers here.
Anthropic's Project Glasswing Is a Warning: Technical Debt Is Now a National Security Risk
Anthropic's launch of Project Glasswing should be understood less as a product announcement and more as a policy warning. Reuters reports that the rapid emergence of Claude Mythos Preview has already prompted discussions among the US Treasury, the Federal Reserve, and major banking executives because the model exposes the fragility of legacy systems. When the release of a new AI model triggers urgent conversations among Treasury officials, central bankers, and major financial institutions within days, the issue is no longer confined to Silicon Valley. It becomes a matter of economic resilience and national security. The most important takeaway is not merely that Anthropic has built a model capable of finding vulnerabilities across major operating systems, browsers, and enterprise software. Rather, it is that AI has finally turned decades of accumulated technical debt into an immediately exploitable risk surface. For years, enterprises and governments have operated under an implicit bargain: Ship fast, preserve backward compatibility, and patch later. In many situations, "later" was synonymous with "never." Layers of legacy middleware, aging libraries, undocumented integrations, and orphaned code paths remained embedded in systems that underpin finance, energy, healthcare, and transportation. These systems continued to function well enough to avoid expensive modernization, even as their security assumptions quietly aged out. Mythos drastically alters the economics of that complacency. According to Anthropic, the model has already identified thousands of high-severity vulnerabilities, including flaws that persisted for decades in widely trusted software. Anthropic now provides a select group of critical infrastructure operators and major technology firms with access to the model, enabling them to begin defensive remediation before similar capabilities become broadly available. Two years ago, on the Explain to Shane podcast, I discussed how technical debt should be a policy concern because the software industry's long-standing ship-it-and-patch-it-later culture was built on organizations' tolerance for outdated systems, as the cost of discovery often exceeded the practical likelihood of exploitation. AI now removes the discovery bottleneck that once protected poorly maintained systems through obscurity and inertia. Mythos reportedly does more than identify flaws; it chains them together into workable exploits, collapsing what was once a multi-stage offensive workflow into an autonomous reasoning task. This is particularly dangerous for sectors such as banking and critical infrastructure, where modern cloud-native systems are tightly coupled with software written decades ago. Reuters correctly highlighted that financial institutions run hybrid stacks in which advanced tooling coexists with legacy code, creating precisely the heterogeneous environment in which AI-driven exploit chaining thrives. The policy concern is that legacy systems are now a strategic vulnerability multiplier. Much of today's digital infrastructure was designed in an era when attack sophistication scaled with human labor. AI fundamentally changes that ratio. A model capable of autonomously probing binaries, analyzing memory behavior, identifying privilege escalation paths, and generating exploit code can now operate at speeds that no traditional patch management regime can match. This creates a widening asymmetry between discovery and remediation, as discovery accelerates exponentially while remediation remains stubbornly human. Many flaws lie in foundational open-source libraries maintained by small volunteer teams or in enterprise environments where patching a single component risks breaking downstream dependencies built over decades. This is the true cost of technical debt: not merely insecure code, but systems so brittle that fixing them introduces operational risk. That brittleness is why policymakers should resist the temptation to frame Project Glasswing as merely another AI safety story. The deeper issue is infrastructure modernization. Insecure legacy code in financial services, utilities, logistics, and telecom is no longer just a private-sector IT challenge. It is a public-interest stability issue. The United States has spent years debating cyber resilience, focusing on information-sharing mandates, breach-disclosure timelines, and liability standards. Those remain important. But the Mythos moment shows that software modernization itself must now be treated as a core resilience policy priority. Project Glasswing may give defenders a temporary head start, and Anthropic deserves credit for recognizing the need for controlled deployment. But the company's decision to withhold Mythos from general release should not create false comfort. The odds that frontier AI capabilities for vulnerability discovery remain unique to one firm are low. Competitors, state actors, and well-resourced criminal groups are almost certainly moving in parallel, whether publicly or quietly. That means the strategic question is no longer whether AI can expose decades of technical debt. It already can. The real question is whether institutions modernize fast enough to reduce their inherited attack surface before this capability becomes fully commoditized. Glasswing is the first visible attempt to pay down that bill. The bill itself, however, was written over thirty years of legacy software decisions, deferred upgrades, and security compromises made in the name of speed. AI has merely made the invoice impossible to ignore.
The impact of digital transformation on employee performance: the mediating role of organizational agility in Islamic banks in Saudi Arabia: a partial least squares structural equation modeling approach - Humanities and Social Sciences Communications
Digital transformation is reshaping banking operations globally, yet its impact on employee performance in Islamic banks remains underexplored, particularly concerning the role of organizational agility as a mediating mechanism. This study investigates how digital transformation affects employee performance in Islamic banks in Saudi Arabia, with a specific focus on the mediating role of organizational agility. Using partial least squares structural equation modeling with a two-stage hierarchical component approach, we analyzed data from 490 employees across four major Islamic banks: Al-Rajhi Bank, Alinma Bank, Al-Bilad Bank, and Bank Aljazira. The findings reveal that digital transformation significantly enhances employee performance both directly and indirectly through organizational agility. Digital transformation demonstrates the strongest positive relationship with organizational agility, explaining 74.1% of its variance, which in turn significantly influences employee performance. Organizational agility partially mediates this relationship, accounting for 48.7% of the total effect, indicating that digital transformation operates through dual pathways: direct technological enhancement of employee capabilities and indirect improvement via organizational adaptability. The model explains 70.7% of the variance in employee performance. This research contributes to Saudi Arabia's Vision 2030 by demonstrating how digital transformation can enhance workforce effectiveness in Islamic banking while maintaining Sharia compliance. The findings provide evidence-based guidance for Islamic banking leaders seeking to optimize digital transformation strategies by simultaneously developing organizational agility capabilities.
The Agility Imperative: How Fast-Moving Businesses Are Outpacing the Competition
In an era defined by rapid technological advancement, shifting consumer expectations, and global economic uncertainty, business agility has emerged as one of the most critical determinants of long-term success. Organisations that can adapt quickly to change are not only better equipped to survive di... In an era defined by rapid technological advancement, shifting consumer expectations, and global economic uncertainty, business agility has emerged as one of the most critical determinants of long-term success. Organisations that can adapt quickly to change are not only better equipped to survive disruptions -- they are also more likely to seize new opportunities and outperform competitors. Business agility refers to an organisation's ability to respond swiftly and effectively to internal and external changes. This includes adjusting strategies, reallocating resources, and embracing innovation without being constrained by rigid structures or outdated processes. The importance of agility has become increasingly evident in recent years. From global supply chain disruptions to evolving digital landscapes, businesses have faced unprecedented challenges that require rapid adaptation. According to the World Economic Forum, organisations that prioritise agility and resilience are better positioned to navigate economic uncertainty and maintain competitiveness (source: https://www.weforum.org/agenda/2023/01/business-resilience-strategies/). One of the key drivers of business agility is technology adoption. Digital tools such as cloud computing, data analytics, and artificial intelligence enable organisations to operate more flexibly and make faster decisions. These technologies provide real-time insights into performance, allowing businesses to respond proactively to changing conditions. For example, cloud-based platforms allow organisations to scale operations up or down based on demand, reducing costs and improving efficiency. Similarly, data analytics tools enable businesses to identify trends and make informed decisions quickly. However, technology alone is not sufficient to achieve agility. Organisations must also foster a culture that encourages flexibility, innovation, and continuous improvement. This requires strong leadership and a willingness to challenge traditional ways of working. Organisational structure plays a crucial role in enabling agility. Traditional hierarchical models can slow decision-making and limit responsiveness. In contrast, more flexible structures -- such as cross-functional teams and decentralised decision-making -- allow organisations to act more quickly and effectively. According to McKinsey, companies that adopt agile operating models are more likely to achieve higher performance and faster growth (source: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-five-trademarks-of-agile-organizations). Another important aspect of business agility is customer-centricity. In today's competitive environment, understanding and responding to customer needs is essential. Agile organisations continuously gather feedback and adjust their products and services accordingly. This approach not only improves customer satisfaction but also drives innovation. By staying closely aligned with customer expectations, businesses can identify new opportunities and develop solutions that meet evolving demands. Workforce agility is also a critical component. Employees must be equipped with the skills and mindset needed to adapt to change. This includes continuous learning, collaboration, and the ability to work effectively in dynamic environments. The Organisation for Economic Co-operation and Development (OECD) highlights the importance of adaptability and skills development in supporting business resilience and long-term growth (source: https://www.oecd.org/employment/future-of-work/). Despite its benefits, achieving business agility can be challenging. Organisations must overcome resistance to change, invest in new technologies, and develop new capabilities. This often requires significant cultural and organisational transformation. In addition, businesses must balance agility with stability. While flexibility is important, organisations must also maintain a clear strategic direction and ensure that changes are aligned with long-term goals. Looking ahead, the importance of business agility is expected to grow. As markets become more dynamic and competition intensifies, organisations that can adapt quickly will have a significant advantage. In conclusion, business agility is becoming a defining factor of long-term success. By embracing flexibility, investing in technology, and fostering a culture of innovation, organisations can navigate uncertainty and position themselves for sustained growth.
The Invisible Firewall: Why Identity-Based Access is the New Standard for Industrial Agility
Can You Secure Without Slowing Down? In 2026, the question is no longer whether organizations should implement Zero Trust, but how to do so without introducing latency. As ransomware increasingly targets OT systems, the "air-gap" myth has largely been retired. The challenge is building a security layer robust enough to stop a breach while remaining "invisible" enough to keep millisecond-sensitive production lines moving. The Zero Trust Imperative Zero Trust operates on one core principle: Never trust, always verify. In the HMI and SCADA environment, this means every request -- from a remote tablet or a local panel -- must be authenticated. ARC Advisory Group research confirms that as OT-IT convergence accelerates, traditional perimeter-based defenses are no longer sufficient. Organizations are increasingly adopting micro-segmentation to help ensure that a breach in one sensor does not disrupt the entire production line. Speed Meets Security A common misconception is that verification creates network bottlenecks. However, the modern 2026 technology stack demonstrates otherwise: * Identity-Based HMI: By integrating Identity and Access Management (IAM) directly into HMI software, suppliers can enable least-privilege access. Operators view only the information necessary for their role, reducing risk without introducing unnecessary complexity. * MQTT Sparkplug B: This protocol can reduce network traffic significantly, helping create the bandwidth headroom needed to support additional security overhead. * Hardware Acceleration: Modern edge gateways and HMI panels increasingly use dedicated chips for encryption, allowing security checks to be performed in microseconds. The Bottom Line Zero Trust is no longer viewed as a burden on productivity; it is increasingly becoming a business enabler. For suppliers, it serves as an important competitive differentiator. For end users, it provides a stronger foundation for digital scaling. As organizations move toward more autonomous operations, "invisible security" helps ensure that speed and safety can coexist. Ready to make your security invisible? Explore ARC's Secure Connectivity Solutions to learn more.
Post-Quantum Cryptographic Agility in Model Context Protocol Proxies - IT Security News
The technical storage or access is necessary for the legitimate purpose of storing preferences that are not requested by the subscriber or user. The technical storage or access that is used exclusively for statistical purposes. The technical storage or access that is used exclusively for anonymous statistical purposes. Without a subpoena, voluntary compliance on the part of your Internet Service Provider, or additional records from a third party, information stored or retrieved for this purpose alone cannot usually be used to identify you.
Why Workforce Agility Is Becoming Critical in the Future of Work
The nature of work is undergoing a fundamental transformation. Driven by technological innovation, changing business models, and evolving employee expectations, organisations are being forced to rethink how they structure and manage their workforce. In this context, workforce agility is emerging as ... The nature of work is undergoing a fundamental transformation. Driven by technological innovation, changing business models, and evolving employee expectations, organisations are being forced to rethink how they structure and manage their workforce. In this context, workforce agility is emerging as a critical capability for long-term success. Workforce agility refers to the ability of organisations to adapt quickly to changing conditions by leveraging flexible talent strategies, continuously developing employee skills, and embracing new ways of working. It is no longer sufficient to rely on static workforce models -- businesses must be able to respond dynamically to new challenges and opportunities. One of the most visible drivers of workforce agility is the rise of remote and hybrid work models. Advances in digital technology have made it possible for employees to work from virtually anywhere, enabling organisations to access a broader and more diverse talent pool. According to the International Labour Organization, remote and flexible work arrangements have become a lasting feature of the global labour market, significantly reshaping how organisations operate (source: https://www.ilo.org/global/topics/future-of-work/lang--en/index.htm). This transition has significant implications for productivity, collaboration, and organisational culture. While remote work offers greater flexibility, it also requires new approaches to leadership and communication. Organisations must invest in digital tools and processes to ensure that teams remain connected and productive. Another key aspect of workforce agility is skills development. As technology evolves, the demand for new skills is increasing rapidly. Employees must continuously update their capabilities to remain relevant in a changing job market. The importance of continuous learning is emphasised by the OECD, which highlights adaptability and lifelong learning as essential components of workforce resilience (source: https://www.oecd.org/employment/future-of-work/). The rise of the gig economy is also contributing to workforce agility. Businesses are increasingly relying on freelance and contract workers to meet specific needs, allowing them to scale operations quickly and efficiently. This flexible approach enables organisations to respond to fluctuations in demand without committing to long-term employment structures. Technology plays a central role in enabling workforce agility. Digital collaboration tools, cloud platforms, and workforce analytics systems allow organisations to manage distributed teams and optimise performance. These technologies provide real-time insights into workforce dynamics, enabling more informed decision-making. However, workforce agility also presents challenges. Managing a distributed workforce requires strong leadership, effective communication, and a cohesive organisational culture. Ensuring employee engagement and maintaining productivity can be difficult when teams are spread across different locations. There are also considerations related to employee well-being. Flexible work arrangements can blur the boundaries between work and personal life, leading to potential burnout. Organisations must implement policies that support work-life balance and employee well-being. According to the World Economic Forum's Future of Jobs Report, organisations that prioritise adaptability, reskilling, and workforce flexibility will be better positioned to navigate the evolving labour market (source: https://www.weforum.org/publications/the-future-of-jobs-report-2023/). Looking ahead, workforce agility will become increasingly important as the pace of change accelerates. Organisations that fail to adapt risk falling behind, while those that embrace flexibility and innovation will gain a competitive advantage. In conclusion, workforce agility is no longer optional -- it is a necessity. By embracing flexible work models, investing in skills development, and leveraging technology, organisations can build resilient and adaptable workforces that are prepared for the future.
Astro Agility Course | Mission X
For the best possible video quality and to enable the sharing functionality, please accept all cookies. To adjust your cookie settings, click here. Join ESA reserve astronaut John McFall in this agility activity to improve fast, dynamic movement and directional changes. #missionx #astronauttraining #agility #stemlearning #exercise Download the activity pdf here: https://trainlikeanastronaut.org/agility-astro-course/ This activity can be done anytime, anywhere! Try it at home, in a classroom, or after-school with friends. Mission X: Train like an astronaut is a hands-on project that engages young learners with STEM, health and nutrition activities in the inspiring context of space.
Renault to Cut Engineering Staff by 15-20% to Boost Agility
Renault Announces 15-20% Cut in Engineering Staff Over Next Two Years Renault's Strategic Workforce Reduction Plan Details of the Staff Reduction PARIS, April 14 (Reuters) - Renault SA will cut engineering staff by between 15% and 20% over the next two years, a spokesperson said on Tuesday, in a bid to improve agility and become more robust. Company Objectives and Rationale Improving Agility and Robustness (Reporting by Gilles Guillaume and Dominique Patton; Editing by Makini Brice and Joe Bavier)
Accelerate into the Agentic GRC Era at LogicGate's Agility 2026 Conference
Join compliance, risk management, and cybersecurity leaders to experience Agentic AI innovation, master LogicGate platform capabilities, and earn CPE credits CHICAGO, April 14, 2026 /PRNewswire/ -- LogicGate, the Leading AI GRC Platform for the Enterprise, is excited to return its flagship Agility 2026 conference to Chicago, May 12-13, at The Westin Chicago River North. This year's theme, The Agentic Revolution of GRC, marks a defining moment for the industry, where AI evolves from automating tasks to more autonomous execution with human oversight. AI is accelerating business performance and fundamentally shifting the way we value -- and use -- our time. At Agility 2026, more than 300 security, risk, and compliance leaders will explore the next GRC frontier with AI agents and autonomous workflows. With 25+ expert-led sessions and 4.5 CPE credits available, Agility 2026 is one of the most substantive professional development opportunities for the GRC community. "We're at an inflection point for the GRC industry," said Matt Kunkel, CEO and co-founder of LogicGate. "AI isn't just accelerating how we identify and respond to risk -- it's fundamentally changing what's possible. Agility 2026 is where this conversation happens with the practitioners, operators, and senior leaders who are actually building what's next. We can't wait to bring this community together." Keynotes That Push Boundaries Agility 2026 in Chicago will feature four exceptional keynote speakers, each with a distinct perspective: * Jon Siegler, Chief Product Officer at LogicGate -- Jon takes the stage for a live look at LogicGate's AI trajectory and product roadmap, the innovations already in motion, and what the Agentic Era means for the future of Risk Cloud. * Cody Scott, Senior Analyst, Security & Risk at Forrester -- Cody returns to the Agility stage to tackle the most pressing challenge keeping every GRC leader up at night: how to move from reactive risk assessments to continuous risk management and build real-time risk intelligence that turns security from a blocker into a business advantage. * Aron Ralston, NYT Bestselling Author and Subject of the Film 127 Hours -- Trapped in a remote Utah canyon for nearly a week, Aron faced an impossible choice. What he did next became one of the most extraordinary lessons in high-stakes decision-making. At Agility 2026, he'll draw those parallels directly to the decisions GRC leaders face every day: how to act decisively with incomplete information, stay focused under pressure, and find clarity when the stakes are highest. * Emily Heath, LogicGate Board Member, Former CISO at DocuSign and United Airlines -- Moderating the CISO Power Panel, Emily will engage the panelists in a forward-looking dialogue on the structural shifts that will define the CISO role over the next 12-24 months. From the impact of AI to autonomous GRC, this session provides a strategic roadmap for those ready to lead their organizations into this new phase. Three Tracks. One Mission. Conference sessions are organized across three themes designed to meet attendees wherever they are in their GRC journey: * AI Innovation -- For leaders ready to push the boundaries of AI and automation. Sessions cover AI Governance at scale, specialized AI agents amplifying performance, leading AI-augmented teams, and securing AI systems against cascading failures. * Career & Influence Builder -- For professionals looking to expand their impact. Sessions cover shaping executive strategy through risk narratives, third-party risk management maturity, accelerating GRC in banking, and building a dynamic three to five-year GRC plan. * Power User -- For hands-on Risk Cloud practitioners. Sessions cover continuous compliance, integration best practices, access management at scale, and harnessing the power of Spark AI and specialized agents. "GRC programs have traditionally relied on manual workflows, periodic assessments, and static reporting, but that approach can't keep pace with today's risk landscape," said Diego Panama, President & COO of LogicGate. "At Agility 2026, we're going to demonstrate how AI is transforming box-checking processes into autonomous, intelligence-driven programs that deliver measurable impact and ROI." Beyond the Sessions Agility 2026 is an experience designed specifically to engage the GRC community. The LogicGate Product & Demo Lounge gives attendees direct access to platform experts across AI in Risk Cloud, Controls Compliance, Third-Party Risk Management, Cyber Risk Management, Enterprise Risk Management, and more. One-on-one meetings with product, professional services, technical account managers, and customer success teams are available to book in advance. Attendee-favorite, Build Bash, returns with a fast-paced Survivor theme, putting Risk Cloud pros and new users head-to-head in a competition that's equal parts education and entertainment. And when the first day wraps, the community comes together at the House of Blues Chicago for a welcome reception featuring live blues music, great food, and an atmosphere built for the kind of connections that only happen in person. Join Us in Chicago Agility 2026 is the place where security, risk, and compliance leaders come together to navigate the next era of GRC transformation. Not yet registered? Reach out to the LogicGate team for assistance or secure your spot directly at agility.logicgate.com. If you're located in Europe and can't make it to Chicago, you can also catch us at Agility UK on June 2-3 at the Bankside Hotel in London. For more information, reach out to the LogicGate team or visit the Agility 2026 UK page. About LogicGate LogicGate® is the leading AI GRC platform for the Enterprise, helping governance, risk, and compliance teams limit surprises, strengthen resilience, augment program performance, and confidently quantify impact and business value. Built to provide a centralized view of risk and compliance, with AI intelligence woven into the platform's core, LogicGate delivers real-time insights and actionable data to help drive current business decisions, with the flexibility to scale alongside evolving business needs. Recognized as a Leader in the GRC Market, LogicGate continues to further solidify its position as a best-in-class platform. Learn more about LogicGate by visiting www.logicgate.com or LinkedIn. View original content to download multimedia:https://www.prnewswire.com/news-releases/accelerate-into-the-agentic-grc-era-at-logicgates-agility-2026-conference-302741844.html
Agility is the key to protecting against Malware-as-a-Service (MaaS)
Agility must become the foundation of modern cyber defense strategies. Modern networks operate within a constantly shifting threat environment, where the boundaries between traditional attack methods and emerging techniques continue to blur. Organizations are having to plan for and defend against a huge variety of threats, and when IT infrastructure becomes ever-more interconnected and cloud-centric, the threats targeting it have grown more sophisticated. Malware-as-a-Service (MaaS) has emerged as a defining factor, providing cybercriminals with ready-made tools that evolve at a pace difficult for conventional defenses to match. By lowering the technical barrier for launching sophisticated attacks, MaaS has created an environment where threat actors of all skill levels can deploy professional-grade malware at scale. For organizations relying on critical networks, including those in the public sector, this shift demands a new approach to defensive architecture. Traditional security models are no longer sufficient. This shift is playing out daily. Organizations increasingly need their network to have resilient connectivity but also to provide robust security that adapts as quickly as the threats do. Meeting industrialized cybercrime with agility This growing threat means network agility is becoming a defining requirement. In particular, agility enabled by Networking-as-a-Service (NaaS) and Secure Access Service Edge (SASE) frameworks. With the ever-present and evolving threats, security architectures across the country need that extra layer of agility. MaaS platforms operate much like legitimate SaaS products. They offer subscription models, customer support, update pipelines, and even service-level guarantees. This means malware variants can be updated several times a day and traditional security models can find it impossible to keep up. Attackers can bypass static security rules with ease and systems are vulnerable in their lack of agility. Defensive agility is not just about speed. It is about adaptability too, and demand for this type of cyber defense is rising. By increasing the flexibility of their network, organizations can have updated security policies in seconds, not days or weeks. They can scale bandwidth quickly in the face of sudden attacks, and act quickly based on changing user, device, or application context, basing decisions on real-time intelligence. All of the above aligns naturally with cloud-native architecture. NaaS versus MaaS Cloud-native NaaS platforms shift network and security functions from static hardware into distributed software delivered at the edge. This approach enables continuous iteration, automation, and integrated analytics, essential for fighting MaaS. There are many more ways that NaaS can deliver. Cloud-based control planes allow security policies to be enforced at a distance. When threat intelligence identifies a new malware strain, updated rules can be applied across the network in moments, ensuring consistent protection across sites, essential in the age of remote working. NaaS infrastructure can also scale automatically to absorb and mitigate surges, while day-to-day operations can continue without slowing down. In addition, the level of automation possible means that a self-correcting network ecosystem where human intervention becomes the exception, rather than the rule, can be the norm. SASE's role in reinforcing network agility While NaaS provides the connective tissue, SASE frameworks provide a solid foundation. For organizations increasingly relying on hybrid working, SaaS adoption, and multi-cloud strategies, this integration is crucial. SASE's real value lies in the marriage of policy and context. Instead of managing disparate security tools across various parts of the network, SASE providers can give their customers a single policy engine informed by identity, application risk, and behavioral indicators. When combined with NaaS agility, SASE ensures that threats, MaaS or otherwise, are confronted with consistent, contextualized defense. The two working in tandem gives organizations across the public sector the agility they need to manage the ever-changing threat landscape. Agility within regulated public networks Operating within a public sector environment adds unique constraints. Compliance frameworks, accreditation requirements, and mandatory security controls often make innovation more challenging. These constraints do however give the perfect opportunity to adopt the right cloud-native architectures. By embedding adaptive NaaS and SASE capabilities into the PSN backbone, network providers can offer continuous compliance enforcement, faster accreditation cycles, as updates are centralized and version-controlled, identity-driven access for partners, and micro-segmented architectures. This approach directly addresses the growing concern among organizations that legacy models, based on trusted perimeters and static routing, cannot keep pace with modern cyber threats. Agility as the new baseline As MaaS continues to mature, attackers will further automate a variety of threats. Defensive teams cannot rely solely on human expertise or reactive processes in the face of this challenge. The future of public sector security will rely on a carefully thought-out blend of automation, cloud-native architecture, and real-time intelligence. Many organizations are already looking to this approach as a way of future-proofing their defenses and are taking steps accordingly, including getting the right network providers on board to give them the foundational support they need in terms of NaaS and SASE. For network managers, this is an opportunity. By embracing agile NaaS and integrating SASE principles, we can build infrastructure that is not only resilient but adaptive. We will become able to protect against threats that do not yet exist. Agility is no longer a desirable attribute. It is the foundational requirement for any defense strategy in the era of industrialized cybercrime. We've featured the best online cybersecurity course. This article was produced as part of TechRadarPro's Expert Insights channel where we feature the best and brightest minds in the technology industry today. The views expressed here are those of the author and are not necessarily those of TechRadarPro or Future plc. 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Crypto agility key as quantum threats loom
Amid the advent of AI and post-quantum threats, organisations must modernise their public key infrastructure (PKI) and cryptographic assets by automating certificate life cycle management (CLM). As AI accelerates the growth of machine identities and digital services, manual approaches to managing certificates are no longer sustainable. This is according to Richard Hall, assistant VP at global digital security and trust company DigiCert. The company is co-sponsoring the ITWeb Security Summit JHB 2026 on 2 and 3 June at the Sandton Convention Centre in Johannesburg. Hall will speak at the summit about how automating CLM helps companies reduce risk, lower operational costs and improve resilience. DigiCert explains that automating CLM uses software to manage the discovery, issuance, renewal, deployment and revocation of SSL/TLS certificates without manual intervention. This reduces the risk of human error, helps avoid costly outages caused by expired certificates, and ensures consistent adherence to security policies at scale, while strengthening resilience against increasingly sophisticated, AI-driven cyber threats. "Organisations are starting to recognise that managing certificates at scale is not just an operational task - it is a strategic capability," says Hall. "As organisations adopt AI at scale, this level of automation becomes essential to support new services securely, without introducing additional operational risk or cost." The company will also explain how its digital trust platform, DigiCert ONE - a unified, modular platform to manage certificates, PKI, DNS and digital signing - delivers centralised visibility, control and enterprise-grade trust. "By automating life cycle management, companies can enable crypto agility, secure machine identities and build the foundations needed to support zero-trust architectures and the transition to post-quantum cryptography," adds Hall.
US Flights Cancellations and Delays Update: Airport Chaos Deepens as Phoenix Sky Harbor and Orlando MCO Face Severe Operational Breakdown
US airlines struggle to recover as delays ripple through national network Flight cancellations and delays across the United States have surged again as storms move through key travel corridors and persistent staffing shortages continue to strain airline operations. The ripple effects are being felt most acutely at major airports including Phoenix Sky Harbor, Orlando International Airport and Daytona Beach International. This latest wave of disruption underscores the fragility of the US aviation system. With demand surging during peak travel periods, even minor weather events or staffing gaps can trigger cascading delays across the national network. For travellers, the result has been a frustrating mix of extended waiting times, sudden schedule changes and limited rebooking options. Phoenix Sky Harbor International Airport has been among the worst affected hubs, with more than 100 flights reportedly disrupted during recent operational slowdown periods. The delays have been linked to a combination of inbound congestion, weather-related rerouting and knock-on effects from delayed aircraft arriving from other US airports. The airport has faced repeated scheduling instability as airlines attempt to clear backlogs while maintaining normal departure flow. The situation has been made more difficult by limited turnaround capacity during peak travel windows, which has slowed the recovery process. Orlando International Airport has also experienced ongoing disruption, particularly during afternoon storm activity that frequently develop across central Florida. Sudden thunderstorms have forced temporary ground stops and delayed departure banks, creating knock-on effects for both domestic and international connections. As reported by News-Journal Online, passenger congestion has increased during peak disruption periods, with longer queues at security and boarding gates adding further pressure to already delayed schedules. Airlines have been attempting to adjust timetables, but recovery has remained inconsistent due to rapidly changing weather conditions. Daytona Beach International Airport has been impacted mainly through network spillover rather than direct operational issues. As a smaller regional airport, it is particularly sensitive to delays arriving from larger hubs such as Orlando, with late inbound aircraft often forcing schedule adjustments and reduced turnaround efficiency. Aviation analysts say the current wave of disruption is being driven by a dual challenge: ongoing storm activity and persistent staffing shortages across airline operations. While weather continues to trigger delays across major flight corridors, limited workforce availability is slowing the ability of airlines to reset schedules once conditions stabilise. Air traffic flow restrictions have also been introduced more frequently in congested airspace, further limiting the number of flights that can depart or arrive within specific time windows. This has contributed to a widening backlog at several key airports. According to AZCentral, Phoenix Sky Harbor has been operating under repeated delay conditions as airlines manage heavy traffic loads while attempting to stabilise flight rotations across the national network. For travellers, the impact has been immediate and often frustrating. Many passengers have reported extended waits at departure gates, sudden boarding changes and missed connecting flights with limited rebooking options available during peak disruption periods. In some cases, passengers have been forced to remain inside terminals for several hours, with limited clarity on departure times as airlines work through cascading delays. The combination of storm-related disruption and staffing constraints has created a wider network effect, where delays at one major hub quickly spread across multiple airports nationwide.
