{"id":28590,"date":"2026-06-01T13:30:00","date_gmt":"2026-06-01T11:30:00","guid":{"rendered":"https:\/\/www.thebrokernews.ch\/?p=28590"},"modified":"2026-05-31T08:51:43","modified_gmt":"2026-05-31T06:51:43","slug":"cyber-resilience-becomes-question-survival","status":"publish","type":"post","link":"https:\/\/www.thebrokernews.ch\/en\/cyber-resilience-becomes-question-survival\/","title":{"rendered":"Cyber resilience becomes a question of survival"},"content":{"rendered":"
How AI, cloud dependencies and new governance models are forcing companies to rethink security and risk.<\/span><\/div>\n\n

At this year’s Risk-!n Conference 2026<\/a>, it became clear that cybersecurity is no longer an isolated IT issue. Rather, it is becoming a central issue of corporate resilience, governance and strategic decision-making. This was demonstrated particularly impressively in the keynote speech by Shira Kaplan entitled “Protecting what matters: The role of cyber security in today’s enterprise resilience” and in the discussion between Mario Keil and Stefan Gershater. <\/strong><\/p>\n\n

Shira Kaplan, Founder Cyverse AG, painted a picture of a corporate world in which digital dependencies are growing exponentially. In the past, organizations were like castles with clearly defined walls: central data centers, internal networks and clearly controlled access. Today, however, a company consists of a highly complex “distributed trust mesh” of cloud services, SaaS platforms, external service providers, remote employees and, increasingly, AI agents. This massively increases the attack surface. Cyber resilience therefore no longer means protecting “everything”, but understanding exactly which systems and processes must never fail. <\/p>\n\n

When AI becomes a weapon of attack<\/h6>\n\n

Kaplan is particularly critical of the speed of current developments. Four curves are accelerating simultaneously: the capabilities of attackers<\/em>, regulatory requirements<\/em>, digital dependency<\/em> and the spread of artificial intelligence<\/em>. Since the release of ChatGPT, the number of AI-generated phishing websites has exploded. At the same time, new models such as Claude Mythos drastically shorten the time between finding a vulnerability and exploiting it. AI is thus becoming both a defense and an attack weapon. “AI is attacking AI,” said Kaplan, summing up the situation. <\/p>\n\n

AI agents as a new source of risk<\/h6>\n\n

A key topic of her presentation was AI agents. Companies are increasingly using them as digital assistants that can read emails, trigger workflows, change databases or even initiate payments. This would give rise to new security problems. Kaplan compared AI agents to “junior employees”: fast, efficient and useful, but potentially dangerous without supervision. This is why clear identities, minimal access rights, human approval for critical decisions and so-called “kill switches” (emergency switches) are needed to be able to deactivate agents immediately in an emergency. <\/p>\n\n

The new systemic danger of cloud dependency<\/h6>\n\n

The topic of cloud dependency also played a central role. Kaplan warned of invisible concentration risks from hyperscalers such as AWS<\/a>, Microsoft Azure or Cloudflare<\/a>. Companies would become increasingly dependent on a few global platforms. If one such provider fails, this could affect entire industries at the same time. In this context, Kaplan spoke of a new form of systemic risk, comparable to the mechanisms of the 2008 financial crisis<\/a>, which is why a new market for “system failure insurance”, i.e. insurance against the failure of critical technology platforms, is now emerging. <\/p>\n\n

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Shira Kaplan, Founder Cyverse AG<\/figcaption><\/figure>\n\n\n\n
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Pierre Brunel, CEO Aon Switzerland, Mindy Simon, COO Aon, Shira Kaplan<\/figcaption><\/figure>\n\n\n\n
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??, Stefan Gershater, Head Risk & Governance The Co-operative Groupe (UK), Mario Keil, Head of Sales DACH Corporater<\/figcaption><\/figure>\n\n\n\n
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Stefan Gershater<\/figcaption><\/figure>\n\n\n\n
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Mario Keil, Head of Sales DACH Corporater<\/figcaption><\/figure>\n\n\n\n
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St\u00e9phane Martin, Co-Founder Risk-!n & “Paul the Insurer”<\/figcaption><\/figure>\n\n\n\n
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Risk-!n team 2026<\/figcaption><\/figure>\n\n\n\n
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Don’t be late for the next session!<\/figcaption><\/figure>\n\n\n\n
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Why traditional risk management is no longer enough<\/h6>\n\n

At the same time, the discussion between Mario Keil, Head of Sales DACH Corporater<\/a>, and Stefan Gershater, Head of Risk & Governance The Co-operative Group (UK)<\/a>, showed how much the understanding of governance, risk and compliance is also changing. Gershater, former Risk Officer of the British The Co-operative Group, fundamentally questioned traditional risk management. He described himself as an autistic with ADHD and a “GRC skeptic” and provocatively explained that most solutions on the market are ultimately just relational databases with different user interfaces. The key mistake of many systems is that they start with risks instead of corporate goals and value creation. <\/p>\n\n

Decisions instead of risk registers<\/h6>\n\n

For Gershater, the focus is not on risk, but on the question of how companies can make better decisions faster. Instead of risk registers and heat maps, he has always started discussions with business managers with their goals: Growth, profitability or new business models. Risks are only relevant when it is clear what value a company actually wants to protect or create. He also communicated this way of thinking to his own team. Anyone who starts a discussion with “What are your risks?” has already lost. <\/p>\n\n

Skepticism towards AI hype in risk management<\/h6>\n\n

His skeptical attitude towards AI in risk management was also interesting. In his view, many current AI applications are primarily marketing. Gershater sees the real added value in the future less in automated risk assessments and more in the analysis of causalities: How does an external risk influence internal processes and ultimately the corporate strategy? This is precisely where machine learning models could help to make complex relationships visible in the future. <\/p>\n\n

Resilience becomes a strategic core competence<\/h6>\n\n

Both contributions made it clear that companies are facing a double challenge today. On the one hand, technological risks are growing rapidly due to AI, cloud dependencies and digital networking. On the other hand, traditional governance and risk models are no longer sufficient to manage this complexity. Resilience is no longer created by firewalls or compliance checklists alone, but by a deep understanding of value creation, dependencies and decision-making processes. <\/p>\n\n

The Risk-!n Conference 2026 thus impressively demonstrated that cybersecurity, governance and corporate strategy are increasingly merging. If you want to successfully manage risks in the future, you not only need to secure technology, but above all understand which business objectives and critical processes need to be protected.<\/p>\n\n

Binci Heeb<\/p>\n\n

Read also: When Bitcoin meets quantum physics<\/a>

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