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Survey Reveals Why CIOs Must “Flip” Leadership Styles- Gartner

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As the technologies and trends that power digitalization move to center stage, Chief Information Officers (CIOs) are being presented with a unique opportunity to become digital leaders according to a global survey of CIOs by Gartner, Inc.

The survey showed that CIOs are fully aware that they will need to change in order to succeed in digital business, with 75 percent of respondents saying that they need to adapt their leadership style in the next three years.

Gartner analysts presented these findings during the sold out Gartner Symposium/ITxpo, which is taking place here through Thursday.

“To grasp the digital opportunity, incrementally improving IT performance isn’t enough,” said Dave Aron, vice president and Gartner Fellow. Digitalization is no longer a sideshow — it has moved to center stage and is changing the whole game. CIOs now have a unique opportunity, but they must ‘flip’ their information, technology, value and people leadership practices to deliver on the digital promise.”

The worldwide survey included responses from 2,810 CIOs, representing more than $397 billion in CIO IT budgets in 84 countries.

The Gartner report “Flipping to Digital Leadership: The 2015 CIO Agenda,” represents the most comprehensive examination of digital business opportunities and threats and CIO strategies.

Gartner’s last CIO Survey — “Taming the Digital Dragon: The 2014 CIO Agenda” — explored the advent of the third era of enterprise IT, where information and technology make a fundamentally different contribution to the business, less tied to efficiency and effectiveness of internal processes than to enabling disruptive new products, services and business models. Nearly one year later, the third era is here, and digitalization is increasingly determining the winners and losers in all industries.

“This isn’t just a high-tech story, a U.S. story, a private-sector story, a large-company story or a startup story,” said Mr. Aron. “Digitalization is transforming all types of companies and public sector agencies. More often than not, these transformations represent both massive opportunities and substantial challenges for the CIO and the IT organization. Digitalization is not only a way to gain a competitive edge, but also provides a powerful ability to flip disadvantages into advantages.”

According to the 2015 CIO Survey, 89 percent of CIOs agree that in addition to the considerable opportunities afforded by digitalization, the digital world engenders new, vastly different and higher levels of risk, and 69 percent said that the discipline of risk management is not keeping up.

CIOs therefore need to review with the enterprise and IT risk leaders whether risk management is adapting fast enough to a digital world.

The exciting news for CIOs, is that despite the rise of roles, such as the chief digital officer, they are not doomed to be an observer of the digital revolution.

According the survey, 41 percent of CIOs are reporting to their CEO.

This is a return to one of the highest levels it has ever been, a result of the digital narrative gaining prominence in the boardroom and on the executive committee.

Even stronger evidence of opportunity for CIOs is the fact that the survey reveals that CEOs expect them to lead the digital charge during this critical transition period.

However, as in last year’s CIO survey, it appears that IT budgets are not growing exuberantly.

The average IT budget will grow by just one percent from 2014 to 2015. CIOs estimate that 79 percent of IT spending will be “inside” the IT budget (up slightly from last year), but much digital innovation can and will be funded outside the planned IT spending.

Perhaps the biggest hurdle when it comes to digital opportunity for CIOs is the fact that the IT discipline within most enterprises has developed a set of behaviors and beliefs over many years, which are ill-suited to exploiting digital opportunities and responding to digital threats.

To start with, most enterprises still think of innovation in terms of the technology paradigm. If this continues, the digital opportunity may be lost.

Digital leadership means flipping the approach from legacy first to digital first, assuming all solutions will be cloud based, designed for mobile and highly contextualized, and looking to exploit unstructured data, and run data-led experiments. Secondly, most enterprises and their CIOs disproportionately focus on what is easily measurable (e.g., IT cost), rather than what is most valuable or requiring the most attention (e.g., the value of building a digital capability) — another situation that has to flip.

“During the second IT era of industrialization, people leadership was honed to emphasize precision, discipline and tight control,” said Graham Waller, vice president and executive partner for Gartner Executive Programs. “Therefore, through both nature and nurture, CIOs have evolved into control-style pragmatic leaders. Given the characteristics of the new digital era, this bias is dangerous. CIOs must invert their style to be more vision-led and inspirational.”

The survey results underline the fact that CIOs already know this. Seventy-three percent of surveyed CIOs say that they have changed their leadership style over the last three years, and 75 percent say they must change it over the next three years to flip their leadership style from “control first” to “vision first.”

“Being a powerful digital leader and influencer takes time and CIOs need to spend time being digital leaders,” said Mr. Aron. “Running an IT organization is a complex business, and when we compare the 2011 and 2015 Gartner CIO Surveys, we find that the average CIO is spending more, not less, time running the IT shop — five percent more, or an extra day per month.

“However, the survey data also tells us that, all things being equal, the CIOs with higher performance as IT leaders spend significantly less time running the IT shop and delegate some business unit leader engagement. This gives them an extra five percent ‘time bonus,’ or a day per month, to engage the board, senior leadership and external customers.”

 


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Nigeria Targeted with 4,622 Cyber-attacks Per Week in December 2025

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In December 2025, organisations globally faced sustained cyber pressure, as the average number of cyber-attacks per organisation per week reached 2 027, a 1% increase from the previous month and a 9% increase from December 2024.

This is according to December 2025 Global Cyber Attack Statistics by Check Point Research, the threat intelligence arm of Check Point Software Technologies.

According to the statistics, Latin America was the hardest hit, with companies experiencing an average of 3 065 cyber-attacks per week, a 26% year-over-year increase.

In contrast, Africa saw a decline in attacks, with Nigeria (4 622 attacks per week) and Angola (4 002 attacks per week) being the most targeted countries on the continent.

The report’s findings highlight the evolving cyber threat landscape, with ransomware and GenAI-driven data risks posing significant challenges to companies worldwide.

Ransomware attacks jumped 60% year over year, with 945 publicly reported incidents in December. Qilin was the most active ransomware operator, responsible for 18% of publicly disclosed attacks.

“Ransomware continues to scale through industrialised operations, while unmanaged GenAI usage is creating widespread data exposure at enterprise level,” said Omer Dembinsky, data research manager at Check Point Research.

The report noted the education sector was the most targeted industry globally, with 4 349 cyber attacks per week; followed by government (2 666 attacks per week); and associations and non-profits (2 509 attacks per week).

The widespread adoption of GenAI tools has introduced new cyber security risks, with one in 27 GenAI prompts posing a high risk of sensitive data leakage.

Experts warn that companies must prioritise prevention-first security, real-time AI threat intelligence and strong governance over AI tools to mitigate these risks.

Hendrik de Bruin, head of security consulting at Check Point Software, added: “Strengthening ransomware resilience, deploying AI-powered prevention and enforcing clear GenAI governance will be critical to reducing cyber risk in the year ahead.”


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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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