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What cyber resilience means in 2026

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2025 was the year that exposed the gap between cyber strategy and operational reality. For UK security leaders, the lesson learned was that resilience, sustainability, and judgement mattered more than volume. Now, the challenge is responding to threats with clarity until one inevitably succeeds.

By the end of 2025, it became clear that cyber resilience was no longer a theoretical ambition. Now, it’s an operational reality being tested under sustained pressure.

Last year exposed the limits of security models built for a different pace, a different scale, and a different kind of attacker. Familiar access techniques, such as phishing and credential compromise, continued to dominate, but the damage came later. Attacks moved quietly, used trusted access, and blended into normal behaviour for long enough to evade traditional detection.

For many organisations, this can be classed as a failure of assumptions, as opposed to a tooling failure.

Once attackers were inside, security strategies built for prevention struggled. SOC teams were overwhelmed by volume, and they found it harder to identify the signals that mattered. Operating models stretched by skills shortages and alert fatigue began to show signs of strain.

2025 forced a shift in mindset. Rather than asking ‘How do we stop everything?’, the question became something more honest and useful. Now, it was ‘How prepared are we when something inevitably gets through?’

That shift will define cyber resilience in 2026.

Resilience replaces perfection

Resilience has long been discussed as a strategic goal. In 2025, it was seen as a practical measure of effectiveness.

The organisations that coped the best were those that could detect, contain, and recover with confidence. Having the largest number of controls didn’t determine success. They understood that incidents were sequences of behaviour unfolding over time.

Early visibility, clear escalation paths, and disciplined response mattered more than flawless prevention.

In environments where attackers relied on legitimate credentials and lateral movement, rather than malware, that was evident. When malicious behaviour looks like normal activity, resilience depends on context and judgement, not volume-based alerting.

The lesson we should take is uncomfortable, but important. Security programmes designed around perfection break under pressure. Those designed around preparedness adapt and thrive.

SOC sustainability became a leadership issue

Another defining theme of 2025 was the growing strain on security operations centres.

Alert volumes continued to rise as environments expanded across identity, cloud, network, and SaaS platforms. Analyst burnout, skills shortages, and cost pressures all became structural challenges rather than short-term issues. Decisions around data ingestion, retention, and prioritisation were now directly affecting visibility and response capability.

What many organisations discovered was that SOC sustainability is a leadership concern. When analysts spend most of their time validating low-value signals, the risks become hidden. Once teams are stretched thin, the ability to respond decisively degrades long before dashboards reflect a serious problem.

SOC effectiveness will be judged less by activity and more by focus. The ability to prioritise the right signals, at the right time, with the right context will matter more than the number of alerts processed.

AI: Accelerating outcomes, exposing weak operating models

AI featured prominently in security discussions throughout 2025, often framed as a solution to scale and skills challenges. In practice, it acted more like a stress test.

Where operating models were disciplined, AI helped reduce noise, accelerate investigation, and preserve analyst time for judgement. Where processes were unclear or poorly governed, AI amplified inconsistency and introduced new risk.

AI isn’t an immature solution. Instead, AI just doesn’t compensate for weak foundations.

Over-automation, particularly in areas that require explainability and accountability, proved risky. The most effective applications of AI were those that supported prioritisation and context. They shouldn’t be used as an attempt to replace human decision-making altogether.

As a result, the conversation is more grounded. AI is being increasingly understood as an augmentation layer that must operate within clearly defined guardrails.

Architecture and visibility shaped outcomes

One of the quieter but most consequential lessons from 2025 was the role of architecture in resilience outcomes. Applications are distributed, users are mobile, and identity has become the primary control plane.

Security controls that sit outside the network struggle to deliver the visibility and speed required. Attacks don’t respect tool boundaries. They move wherever identity, network, or cloud visibility are weakest.

Organisations that aligned networking and security more closely were better positioned to detect anomalous behaviour early and respond with confidence. This was less about adopting a specific framework, and more about reducing fragmentation and blind spots.

Architecture decisions will now increasingly be recognised as security decisions. Visibility, policy enforcement, and response speed are now tightly coupled to how environments are designed and operated.

What this means going forward

If 2025 was the year resilience was tested, 2026 will be the year it’s measured.

Boards and executives will ask harder questions about preparedness, rather than just focusing on coverage. CISOs will be expected to demonstrate how attacks are prevented and how incidents are handled when prevention fails. Security leaders will need to articulate how their operating models scale sustainably under intense pressure.

The organisations that succeed will be those that stop treating resilience as a set of controls. They need to treat it as a capability that spans people, process, technology, and partnerships.

Cyber resilience is no longer about stopping every attack. It’s about responding with clarity when one succeeds.

Security hasn’t become an impossible task. It’s just become more honest. Noise is easy to generate, and signal is hard to find. Resilience is built long before an incident ever occurs.

Which organisations will be rewarded? It’ll be the ones that have learned the lesson and acted on it.

To see these insights in more detail, read the full breakdown in Gamma Communications’ Cyber Resilience Report: Cyber Resilience for UK Enterprises – Gamma



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New Banbury pottery cafe enjoys successful opening weekend

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Blossom Pottery Cafe opened on Friday, August 14 at 18 South Bar, bringing a new artistic opportunity to coffee, tea and cake lovers in the town.

Opening the cafe was a long-standing dream of owner Wendy, who began pottery as a personal hobby and gradually developed the idea of creating a space where people of all ages can enjoy the peaceful pass time.

Blossom Pottery Cafe BanburyPottery painting sessions of bisque fired pieces are hosted daily (Image: Blossom Pottery Cafe)

With every table full on opening weekend and dozens of beautiful pieces newly painted by guests, the owner said her ‘heart is so full’ to see the dream realised.

“So grateful to see so many of you coming to support us on our opening day,” she shared. “Thank you so much.”

Blossom Pottery Cafe BanburyOwner Wendy said her ‘heart is so full’ after the support shown during the opening weekend (Image: Blossom Pottery Cafe)

Wendy earlier said: “We’re incredibly excited to be opening Blossom Pottery Studio & Café and bringing something new to Banbury.

“We hope it becomes a place where people can take a break from their busy lives, enjoy being creative, and make lasting memories with family and friends.

Blossom Pottery Cafe BanburyCustomers who visited during the opening weekend got free cupcakes (Image: Blossom Pottery Cafe)

“The support we’ve received from the local community has been amazing, and we can’t wait to welcome everyone through our doors.”

As part of the grand opening, all customers who visited during the opening weekend or made a pottery painting booking within the next three months received a free cupcake from the cafe.

Blossom Pottery Cafe hosts family-friendly pottery painting sessions from 10am each day, with normal cafe opening hours 8am to 5pm.





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Apprentices say AI is reshaping tech skills demand

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Atos highlighted the views of three apprentices entering the technology industry, focusing on apprenticeships as a route into tech as artificial intelligence reshapes workplace skills.

All three work as First Line Service Desk Apprentices and described a jobs market in which technical knowledge alone is not enough. Alongside coding and troubleshooting, they said communication, customer service, problem-solving and adaptability have become central to early careers in IT.

Kyle Brady said he moved into an apprenticeship after studying physics, maths and computer science at A level, then spending time in temporary work, including as a forklift driver, while building his technical skills independently. The apprenticeship, he said, offered a way to gain workplace experience while continuing to learn.

His account points to a common hurdle for new entrants: gaining practical experience before securing a first role. Brady said that challenge shaped his view of what employers value in technology jobs.

“After completing my A levels in physics, maths and computer science, I knew I wanted a career in technology. I’ve always enjoyed solving problems and understanding how things work, but I found it difficult to get my foot in the door. I spent some time in temporary jobs, including as a forklift driver, while building my technical skills in my own time. When the opportunity to start an apprenticeship came along, it felt like the perfect way to gain real workplace experience while continuing to learn.

“One of the biggest things my apprenticeship has taught me is that a career in tech is about much more than technical knowledge. Working on the helpdesk has shown me how important communication, customer service and problem-solving are. Being the first point of contact for users has completely changed how I see the industry and helped me develop skills I never realised I’d need. The experience has also shown me how quickly technology is evolving, especially with AI becoming part of more workplaces. That means the ability to keep learning and adapting is becoming just as important as technical skills. My apprenticeship has helped me build that mindset while giving me hands-on experience with the realities of working in IT.

“It’s also opened up opportunities I wouldn’t have had otherwise. Learning about career paths in cybersecurity and data engineering has shown me the range of opportunities available and given me confidence about where my career could go next. I’d encourage anyone thinking about a career in technology to keep an open mind and not feel like university is the only route. Apprenticeships give you the chance to earn while you learn, develop practical skills from day one and build the confidence to adapt as technology continues to change. In an industry being transformed by AI, that real-world experience is invaluable,” Brady said.

Ryan Cresswell said he studied IT at college and games design at university before working in sales to strengthen his people skills. He later returned to technology, but said employers often wanted practical IT experience as well as qualifications.

His experience reflects a wider issue for people seeking entry-level technology roles. Employers often ask for evidence of workplace readiness even for junior positions, making apprenticeships one way to bridge the gap between education and employment.

“After studying IT at college and games design at university, I began working in sales to hone my people skills before returning to technology. One of the biggest challenges I faced while applying for jobs in tech was that employers liked my qualifications but wanted candidates with hands-on IT experience. That made it difficult to get my foot in the door.

“My apprenticeship has given me the opportunity to earn, learn and gain practical experience at the same time. It’s allowed me to develop my technical troubleshooting skills, but I’ve also learned a lot about communication, problem-solving and handling different types of people. My advice to anyone considering a career in tech is to explore the different paths available. In the past it felt like university was the only choice, but that’s no longer the case. Also, speak to people already working in the industry and stay curious. Apprenticeships are a great way to build skills, confidence and hands-on experience, whether working individually or in a team, while discovering what’s right for you. The most important thing is to keep learning and not be afraid to take a different path if the first one doesn’t work out,” Cresswell said.

Skills shift

Zainab Hussain said she chose an apprenticeship because it offered immediate workplace experience and a path into more senior roles without student debt. She said the role had helped her develop both technical and interpersonal skills, including troubleshooting problems and explaining complex concepts clearly.

Her comments underscore how apprenticeships are being framed by employers and trainees as an alternative to university for some digital roles. In this case, the appeal lies in earning while learning, building professional networks and gaining direct exposure to the daily demands of IT support.

“I’m naturally drawn to tech and have always been IT literate, so I knew it was the right path for me. It’s an industry that’s constantly evolving, and I wanted to be part of that. I chose an apprenticeship because it felt like the best way to gain real experience from day one, and it sets you up to move into higher roles faster than if you go to university. I also wanted to build a career in the industry without taking on student debt.

“My time at Atos so far has helped me develop both my soft and technical skills, such as how to troubleshoot problems and communicate complex concepts clearly. I’ve also had the chance to earn, learn and build my experience, all of which are helping prepare me for the next stage of my career. The apprenticeship path has given me valuable opportunities to network with co-workers from different career backgrounds and skill sets, which you wouldn’t get at uni. The workplace experience has been incredibly valuable, so if you’re interested in tech, I’d encourage you to go for an apprenticeship, explore every opportunity available and keep an open mind,” Hussain said.

Taken together, the three accounts point to a shift in the skills mix associated with junior technology roles. As AI tools become more common in workplaces, the apprentices said the ability to keep learning, work with users and adapt to changing systems is becoming as important as formal technical training.

All three also described apprenticeships as a practical answer to the experience barrier that can prevent candidates entering the sector. They framed the route as a way to gain income, training and exposure to real workplace problems at the same time, while opening paths into areas such as cybersecurity, data engineering and wider IT support.



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UK flight school collapsed into liquidation

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Liquidators have been instructed to wind down Go Fly Oxford, which provided lessons for commercial and private pilots licences.

Colin Wilson and Emma Mifsud, of Opus Restructuring & Insolvency, have been appointed as joint liquidators for Go Fly Oxford Ltd back in May 2025.

But new records filed by the liquidators have revealed an HMRC secondary preferential claim of £118,132.

Ten unsecured claims have been received by the liquidators totalling £60,314.

Further unsecured creditor claims estimated in the statement of affairs total £88,955, the published documents say.

(Image: Ed Nix)

Over the past year, liquidators say they investigated whether any recoveries could be made from directors or other parties, but concluded there were no further viable assets or claims.

Aircraft shown in the 2024 accounts at a book value of £238,181 had been sold before liquidation. The liquidators found the sales appeared to be at fair value and saw no basis for a claim over the transactions.

The aircraft sales happened about seven months before liquidation, outside the relevant period for a preference claim.

The aircraft were reportedly transferred to creditors and leased back so the company could continue trading.

A purchaser of a PA34-200 aircraft was said to owe £6,000. The liquidators received £4,980; the remaining £1,020 was treated as settled because the purchaser had paid a company liability instead.

Two employees were made redundant on 31 March 2025 and were given information to submit claims to the Redundancy Payments Service.

READ MORE: MOT centre and car shop collapses into administration

The flying school was based at Oxford Airport when it collapsed.

Its website, which has since been shut down, described the business: “At Go Fly Oxford we pride ourselves on offering a personal and tailored approach to pilot training.

“We know that people learn at different paces and in different ways, this makes catering for individual needs our main target.”

Oxford Airport’s main trade is pilot training. Flight schools at Oxford train pilots who go on to fly for more than 100 airlines in the UK and globally, including for British Airways.

Historically, the airport has been Europe’s foremost centre for professional pilot training with well over 40,000 students having started their careers there.

At one point, the airport’s runway was the busiest in the world with more than 235,000 movements a year (a take-off or landing) and up to 1,100 flights in a single day, its website says.

The business’ report says: “Over the course of 2025, the company will be complementing its Diamond DA40 fleet with a new fleet of Elixir aircraft, a safer and more efficient type of aircraft, which will provide a much reduced cost per flight hour.

“This, along with growth in enrolments and full utilisation of the European base will ensure the profitability of the business in the coming years.”





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