Sicurezza informatica
Esperti che aiutano le organizzazioni a comprendere le minacce digitali, proteggere i sistemi critici e costruire una vera resilienza
Speakers Associates represents 64 speakers on Sicurezza informatica, including Limor Ziv, Harriet Farlow, Saakshar Duggal, Marc Saltzman, Theresa Payton, Jim Sciutto, Susi O’Neill, Georgia Harrison, Nina Schick, e Sol Rashidi.
Cybersecurity has moved from a technical function to a board-level exposure, but most organisations still talk about it in language only the security team understands. The result is decisions made on incomplete information, regulators losing patience, and digital trust eroding faster than it can be rebuilt. Closing that gap requires translators who can hold technical authority and commercial clarity in the same room.
Polarisation, conspiracy movements and coordinated disinformation now move from fringe networks into mainstream politics, regulation and consumer behaviour within weeks. Boards and policy teams are exposed in three directions at once: platform liability, employee safety, and the political stability of the markets they operate in. Few advisers can read the underlying networks with any precision, which leaves leadership teams reacting to symptoms.
Most breaches do not start with a flaw in the firewall. They start with a person who answered the wrong email, trusted the wrong voice, or approved the wrong wire. Security spend keeps rising while the attacker keeps targeting the human layer, and most organisations still treat that layer as a training problem rather than a behavioural one.
Every senior leader has been told that technology ethics matters. Very few have been given a way to make ethics decisions that also survive a board review or a regulator’s letter. In AI, surveillance, biometrics and the platforms now embedded in every function of the business, the question is no longer whether to worry about ethics, it is how to make defensible choices at the speed the technology is moving, with the operating, legal and reputational consequences those choices carry.
Boards are now accountable for AI decisions they do not fully understand. Regulators, customers, and employees expect defensible governance, but most companies still treat ethics as a slide at the end of the deck. The gap between AI ambition and AI accountability is where reputational, legal, and operational risk now compounds fastest.
Boards understand cybersecurity as a compliance line item. They do not understand it as an active counterintelligence problem, where adversaries study the organisation, build trust with employees, and move on patient timelines. The same psychological playbook now drives AI-generated deepfakes, voice cloning and synthetic identity attacks against finance teams, executives and supply chains.
Most boards still treat cyber security as a control function, owned by IT, reviewed quarterly, signed off through a risk register. The people actually breaking into banks and government buildings know that the organisation’s real exposure is rarely in the firewall configuration. It is in the receptionist who holds the door, the contractor badge that nobody checks, and the gap between the security policy on paper and the behaviour on the floor.
Leaders are being asked to make decisions faster, against opponents and systems they do not fully understand, with machines increasingly involved in the thinking. The instinct is either to defer to the model or to dismiss it. Neither works. What organisations need is a clear view of where human judgement still carries the match, and where it should step aside.
Most technology leaders are asked to deliver speed, resilience and measurable performance with a flat budget and a shrinking error tolerance. The leadership conversation has moved past digital transformation as a project and now sits inside the operating model itself. What executives want is a working picture of how IT, data and AI compound into competitive advantage when decisions are made in seconds and failure is public.
Online abuse, image-based exploitation and deepfake content have moved from a private safeguarding issue into a workplace and reputational one. Employers, schools and public bodies are now expected to take a position, equip their people, and respond when staff or customers are harmed. Most still have no language for the conversation, no policy that matches the technology, and no first-hand voice to anchor a credible internal programme.
Most boards still treat cybersecurity as a compliance line item managed by the CISO. The attackers do not. They move faster than procurement cycles, exploit the gap between IT controls and human behaviour, and turn ransomware into an operating crisis within hours. Leadership teams need a sharper feel for how attackers actually work, not another framework.
Senior leaders are being asked to commit capital and strategy to technologies whose second-order effects are still being written. The gap is not a shortage of information about AI, cybersecurity or platform shifts. It is the absence of a sober, editorially disciplined read on which signals matter, which are noise, and what the next eighteen months look like for the companies making the bets.