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Report Predicts Commercial Wearable Devices Sales Boom by 2017

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What can wearable gadgets find out about you that you do not know yourself? Would you want such data shared with your employer?

Answering these questions could help to understand the growth potential for commercial wearable devices and offer a glimpse into ways they could change our work environment in the future.

According to the International Data Corporation (IDC) Worldwide Quarterly Wearable Device Tracker, commercial (used by businesses) wearables account for less than 0.5% of about 11 million units shipped worldwide in 2015 Q1.

But this situation can change radically in the near future, once company decision makers and employees alike learn about the benefits of wearable technology.

Vanson Bourne conducted a survey of 300 UK and US IT decision makers that indicates more than 50% of organizations have not considered of wearable technologies, and more than 30% cited that there are no devices that would useful for their business.

In a wider perspective of Internet of Things (IoT) ­— i.e., machine-to-machine communication — companies are far from being involved in the discussion of new technology perspectives for their business.

According to IDG Enterprise, 41% of companies with more than 1,000 employees and 65% of smaller companies currently have no enterprise plans for IoT.

Needless to say, statistics like this do not bode well for wearables. In addition, other market inhibitors include limited availability of wearable technology solutions, limited application to business needs, and an overall lack of awareness on the part of the general public.

Nevertheless, wearables offer some straightforward benefits that could serve as inducements to enterprise adoption, such as improving workers’ health by motivating them to stay active or by providing information that employers will find useful, such as workers’ locations.

What follows are a few examples of how companies can utilize wearable technology and derive business value from these devices.

According to IDC, wearable devices are grouped into two categories – basic and smart wearables.

The distinctive feature of basic wearable devices, such as fitness trackers, is that they can perform only functions the device was designed for and cannot run third-party applications.

Smart wearables (for example smart watches or smart glasses), on the other hand, allow users to run third-party applications.

The data generated by basic wearables, such as fitness trackers, can be applied to modern health management programs.

If these devices can improve employees’ health by providing additional financial incentives to employees for reaching certain physical activity targets, and allow companies reduce their overall health care spending, enjoy healthier and more productive workforce at the same time, then it is a clear win-win situation.

For example, BP implemented its “Million Step Challenge” program as a prerequisite for a health plan incentive back in April 2013, using Fitbit trackers.

According to the organizers, the wellness program, including the Million Step Challenge, helped to reduce overall health risks by almost 10% and reduce overall health care spend by more than 3%. Since then, BP has renewed the program several times.

Another good example is the U.S. Army, which used 2,200 Fitbit trackers in their first pilot “Performance Triad” course to improve soldiers’ health literacy.

The program organizers stated clearly that it was necessary to involve not only solders, but also their families, to build new health habits.

Fitness trackers helped all family members to monitor physical their activity on the fly, which is an essential part of a behavior-changing strategy.

This is one of the reasons why Virgin Pulse, a commercial platform which helps to improve employees’ lifestyle habits using wearable devices, also allows to engage several family members for free.

Specific wearables could be designed to focus on particular occupations, for example, for warehouse workers. One wearables startup company, Kinetic, focuses on worker safety, providing instant feedback on lifting practices and thus preventing injuries.

In fact, business-driven health improvement programs could be the only viable instrument to target individuals with the highest health risks, as external programs are likely to be more effective than self-administered ones.

A recent paper published in the Journal of the American Medical Association by researchers at Penn State University suggests that the tracking capabilities alone of wearable devices do not provide sufficient incentive for changing individuals’ behavior.

They also point out that early adopters of wearable technologies are relatively young, and many of them belong to a high-income group.

Thus, the researchers highlight that the greatest health gains could come from the group of individuals who do not use fitness trackers; these people are older, they do not have enough motivation for owing a device, or wearables may simply be too expensive for them.

In order for a wearable to be considered “smart”, it must allow users to run third-party applications. It is precisely this defining function that would make smart wearable devices readily customizable for specific business needs: warehouse labor, long-haul driving, location tracking, and so forth.

Vizux now offers sophisticated M100 Smart Glasses for enterprise markets that are integrated with SAP’s warehouse management system.

The vendor claims that these devices can improve workers’ performance through hands-free augmented reality solutions: location monitoring, bar-code scanning, video, voice recognition, and a number of other functions.

Another example of an industry-specific wearable smart device is Scania’s Black Griffin watch, a special edition of Sony SmartWatch 3, aimed at truck drivers.

The watch is integrated with the Scania Fleet Management System to provide real-time information about Scania trucks.

Emerging of wearable technology gave birth to new business solutions, which facilitate smart notification, communication and location services. Even simple notification devices, combined with location tracking features, could improve communication speed, employee experience, and user satisfaction, once the solutions are properly designed, and become more widely available/affordable.

For example, while many global logistics companies allow customers to track the location of parcels on their websites, now wearable solutions open new opportunities for small and medium size companies.

For example, Domino’s Pizza GPS tracker, let customers follow the route of their pizza delivery online, from the oven straight to your door.

This is just the tip of the wearable technology iceberg, as the industry is waiting for new, powerful, and yet affordable solutions that are suitable for both small and large companies.

IDC forecasts that, in the next three years, the shipments of wearables to the business sector will grow faster than the total wearables market on average, growing rapidly from the current share (below 0.5% in Q1 2015) to about 8.0% of the total worldwide wearable shipments in 2017.


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Half of Global Companies Build SOCs to Enhance Cybersecurity, with a Focus on Human Expertise

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Among the primary reasons for establishing a Security Operations Center (SOC) are strengthening cybersecurity posture, enabling faster detection and response and gaining a competitive edge.

Interestingly, despite the increasing demand for automated cybersecurity solutions, businesses rely on skilled security professionals to make key decisions, as human expertise remains essential for effective security management.

A Security Operations Center (SOC) is a dedicated organisational unit responsible for continuous monitoring and safeguarding of a company’s IT infrastructure. Its core mission is to proactively detect, analyse and respond to cybersecurity threats.

To identify the main drivers, strategic priorities, and potential challenges in SOC planning and implementation, Kaspersky has conducted a comprehensive global study involving senior IT security specialists, managers and directors from companies with 500 or more employees.

All participants operate without a SOC but have plans to establish one in the near future. The study spans 16 countries across APAC, META, LATAM, Europe, and Russia, providing valuable insights into the emerging trends and best practices in SOC development worldwide.

The findings of the research reveal that 50% of companies intend to establish SOCs to strengthen their cybersecurity posture, and 45% are motivated by the need to address increasingly sophisticated and dangerous threats.

Other drivers include budget optimisation, the necessity for faster detection and response, and the expansion of software, endpoints and user devices – factors that demand more comprehensive and layered security measures.

These are cited by 41% of organisations. Additionally, 40% seek better protection of confidential information, 39% aim to meet regulatory requirements and one-third (33%) expect SOC capabilities to provide a competitive edge. Larger enterprises tend to cite each of these reasons more often, reflecting the broader operational and regulatory pressures they experience.

Continuous monitoring becomes the leading SOC requirement

Among the key functions organisations plan to delegate, 24/7 security monitoring leads at 54%. This around-the-clock vigilance enables early detection of anomalies, prevents escalation and sustains cyber resilience in real-time. This demand highlights a strategic requirement for proactive risk management, as organisations aim to defend against persistent threats that can strike at any moment.

Companies intending to fully outsource SOC operations show a stronger interest in applying “lessons learned” methodologies, whereas those developing internal SOCs focus more on access management to maintain tighter control.

Human expertise drives SOC technology choices

While SOCs use advanced technology, the choices made by organisations show that human analysts are very important. Among the solutions that organisations plan to include in SOC are – Threat Intelligence Platforms (48%), Endpoint Detection and Response (42%) and Security Information and Event Management systems (40%) – sophisticated solutions that automate data collection and reduce operational load, however, they depend heavily on skilled security professionals who provide critical context, interpret complex findings and make final decisions when guiding appropriate responses.

Other solutions chosen include Extended Detection and Response (38%), Network Detection and Response (37%) and Managed Detection and Response (33%). Large enterprises tend to adopt more technologies (5.5 per SOC on average), while smaller ones integrate fewer (3.8).

“To successfully build a SOC, companies must prioritise not only the right mix of technology but also the careful planning of processes, clear goal-setting and effective resource distribution.

“Well-defined workflows and continuous improvement are essential to ensure that human analysts can focus on critical tasks, making the SOC a proactive and adaptable component of their cybersecurity strategy,” comments Roman Nazarov, Head of SOC Consulting at Kaspersky.

 


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Nigerian Terra Industries Secures $11.8m for Expansion

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Terra Industries, a Nigerian defence technology startup, has raised $11.75 million to expand its development of defensive systems that protect critical facilities across Africa.

The fundraising round was led by Silicon Valley venture firm 8VC, which was founded by Palantir co-founder Joe Lonsdale.

Other investors in the round include Valour Equity Partners, Lux Capital, SV Angel, and Nova Global, as well as African-focused funds Tofino Capital, Kaleo Ventures, and DFS Lab.

Terra Industries, founded in Abuja by Nathan Nwachuku and Maxwell Maduka, provides multi-domain security solutions for both air and land. Its solutions are intended to detect and respond to threats including terrorism, sabotage, and armed attacks on infrastructure.

The company’s product portfolio includes surveillance drones, ground-based robotic systems, and fixed monitoring towers deployed around sensitive locations.

Co-founder and CEO Nathan Nwachuku said the company has now fully embraced its identity as a defence-focused startup, citing the growing urgency of security challenges across Africa.

He said safeguarding critical infrastructure from terrorist threats has become unavoidable.

Nwachuku argues that protecting Africa’s infrastructure requires a different approach, one that combines local manufacturing, end-to-end system control, and software capable of independently identifying and responding to threats over large areas.

The company aims to position itself as a defence prime, similar to the role played by firms such as Anduril Industries and Palantir in the United States.

Nwachuku also disclosed that the company had earlier raised $800,000 in pre-seed funding.

With the new funding, Terra plans to increase manufacturing capacity within Africa, establish additional defence production facilities, and expand its artificial intelligence and software teams.

While software offices are planned for San Francisco and London, the company said manufacturing operations will remain on the continent.

 


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Kaspersky Warns Telecom Threats from 2025 will Carry into 2026 as New Technology Adds New Risk

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Kaspersky Security Bulletin reviews what shaped telecom cybersecurity in 2025 and what is likely to persist in 2026. Advanced Persistent Threat (APT) activity, supply-chain compromise, DDoS disruption and SIM-enabled fraud continued to pressure operators in 2025, while newer technology deployments introduce additional operational risk.

In 2025, telecom operators faced four broad threat categories. Targeted intrusions (APTs) continued to focus on gaining stealthy access to operator environments for long-term espionage and leverage through privileged network positioning.

Supply chain vulnerabilities remained an entry point: telecom ecosystems rely on many vendors, contractors and tightly integrated platforms, so weaknesses in widely used software and services can provide a path into operator networks. Finally, DDoS remained a practical availability and capacity problem.

Kaspersky Security Network showed that last year, between November 2024 and October 2025, 12,79% of users in the telecommunications sector encountered web threats and 20,76% faced on-device threats. 9,86% of telecom organisations worldwide experienced ransomware.

At the same time, the telecommunications sector is moving from rapid technological development to broad implementation — and the report argues that this shift creates new opportunities and new operational risks for 2026.

Kaspersky highlights three areas where technology transitions could introduce disruption if rolled out unevenly or without strong controls: AI-assisted network management, where automation can amplify configuration errors or act on misleading data; post-quantum cryptography transitions, where rushed deployment of hybrid and post-quantum approaches could cause interoperability and performance issues across IT, management and interconnect environments; and 5G-to-satellite integration (NTN), where expanding service footprints and partner dependencies introduce new integration points and potential failure modes.

“The threats that dominated 2025 — APT campaigns, supply chain attacks, DDoS floods — aren’t going away. But now they intersect with operational risks from AI automation, quantum-ready cryptography, and satellite integration.

Telecom operators need visibility across both dimensions: maintaining strong defences against known threats while building security into these new technologies from day one. The key is continuous threat intelligence that spans from endpoint to edge to orbit,” said Leonid Bezvershenko, senior security researcher at Kaspersky Global Research & Analysis Team.

 


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