Security


INDUSTRIALISED THREATS DEMAND UNITY


Mike Adler, Chief Technology and Product Officer at N-able, explores why organisations continue to rely on fragmented tools and point solutions even as cyberthreats become increasingly industrialised — and why true resilience can never be achieved in pieces.


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yber attackers operate in very similar ways to legitimate businesses, with marketing, support teams, and affiliate programs. Also like many


legitimate businesses, they are increasing efficiency and scaling with the help of automation, AI, as-a- service models, and sophisticated supply chains. Teir motivations vary, from financial gain and extortion to espionage, disruption and hacktivism, but the outcome is the same: organisations face a broader range of threats than ever before. At the same time, organisations are becoming more


complex. Multiple applications, endpoints, identities, and remote users all generate vast amounts of data and activity, while unaddressed vulnerabilities in soſtware are leaving the door open to attackers. Recent reports showed that patching may not be enough, with Anthropic’s Mythos model identifying more than 10,000 high and critical vulnerabilities across widely used soſtware. Security teams already face a daunting challenge, and as AI increases vulnerability discovery, the gap between identifying and addressing risk will become harder to close. Yet despite these realities, many businesses pursue resilience


through individual tools and point solutions. Tey invest in endpoint protection, backup platforms, monitoring systems and recovery services, expecting resilience to emerge as a by-product of technology investment. But resilience can’t be purchased in pieces. Business resilience is broader than any single technology category.


It is the ability to minimise risk before an incident occurs, reduce operational impact when disruption happens, and maintain continuity aſterwards. Achieving that outcome requires visibility, security and recovery capabilities that work together across the entire attack lifecycle. Business resilience is also an organisational mindset that recognises that disruption is inevitable and prepares the business to withstand,


22 | July/August 2026


adapt to, and recover from it. In practice, that means bringing together security, operations and recovery into a connected strategy designed to maintain continuity when incidents occur.


The limits of a prevention-first security strategy For many years, cybersecurity strategies were judged primarily by their ability to keep attackers out. While prevention remains an important


component of any security strategy, the conditions surrounding modern organisations have changed.


Cloud adoption, hybrid working, and increasingly interconnected supply chains have expanded the attack surface far beyond the organisation’s four walls. Every organisation with strong security controls faces challenges in maintaining a complete understanding of their environment. New assets are constantly being added, permissions change, soſtware is being updated, and new vulnerabilities emerge every day. Keeping attackers out should always be the ultimate aim, but


security teams need to face reality: the risk of a breach has never been higher. A breach may even be inevitable, and the question becomes: what happens then? Te conversation needs to move beyond prevention. Security


leaders need confidence that they can identify threats quickly, understand potential business impact, and recover effectively when critical systems are affected.


The danger of blind spots Most organisations have data spread across several areas and applications, and sensitive information oſten sits in separate systems managed by different teams, which can make it difficult to understand risk holistically. One of the most common obstacles to effective cyber readiness is lack of visibility.


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