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ArticleÌýat a glanceÌý

Centre for Sectoral Economic PerformanceÌý(CSEP)Ìýand the University of BristolÌýconsolidatedÌýtheirÌýrecent project's findings into theÌýUK Cyber Growth Action Plan.Ìý

Here is why the report matters now:Ìý

• Cyber resilience is not just aboutÌýsecurity,Ìýit’sÌýaboutÌýeconomic growthÌý

• The studyÌýshowsÌýwhereÌýfirms shouldÌýinvestÌýtoÌýsteadyÌýdomestic supply and build a more competitive sectorÌý

• Boards play a critical role in embedding cyber into governance,ÌýreportingÌýand cultureÌý

• Place-based, industry-led leadership is key to scaling the UK’s cyber strengthsÌý

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As UK organisations become increasingly dependent on digital infrastructure, there is a growing focus on cyber resilience as being critical to economic growth. In turn, there is also an imperative to harness economic growth to fuel cyber innovation. The UK Cyber Growth Action Plan, based on input from the country’s cyberÌýsector as a whole, makesÌýrecommendations for how to build onÌýboth of theseÌýareas.Ìý

Early collaboration between policymakers, academics and industryÌýhas the potentialÌýtoÌýgenerate growth. For business leaders, cyber resilience is no longer a technical issue delegated to IT teams. It affects operational continuity, supply chains, regulatoryÌýexposureÌýand long-term growth.Ìý

What the report meansÌýforÌýpeopleÌýleading the industry and governmentsÌýÌý

For businesses, this means clearer expectationsÌýand smarter procurement, which not only reduces uncertainty but also makes it easier for cybersecurityÌýproviders to scale.Ìý

Culture is also important:Ìýboards can help by taking cyber reporting seriously as part of their broader reporting duties, and by ensuring that cybersecurity is woven through operational, legal, regulatory, compliance and other functions.Ìý

The report is divided into nine recommendations, with 24 associated suggestions, which call on stakeholders in industry, government,ÌýacademiaÌýand civil society to:Ìý

• Curate the UK’s cyber culture to drive growth and public participation in cyber skills and innovation.Ìý

• Put leadership in the right places with industry-led national and place-basedÌýcyberÌýgrowth roles.ÌýÌý

• Build on the UK’s places of cyber strength to collaborate on sensitive topics and chosen technologyÌýareas, andÌýmake timeÌýto create andÌýanticipateÌýcyber futures.Ìý

The researchers found that there is real willingness within the UK cyber community to improve in these ways. This is vital, as partnerships between academia, government and industry will be critical to the UK staying ahead in the cyber race. However, thereÌýremainsÌýa challenge in achieving the aboveÌýobjectivesÌýdue to the fragmented nature of the UK cyber community, with no single representative for combined stakeholder interests.ÌýÌý

How cross-disciplinary work shaped the projectÌý

At CSEP, we were keen to involve more perspectives from the outset. Even though this was an original and independent piece of research,Ìýwe welcomedÌýthe Department for Science, Innovation and Technology (DSIT) asÌýaÌýkey stakeholderÌýin order toÌýshape the work.Ìý

After working with DSIT colleagues to define the research question and set up the key relationships, the project was then led by Professor of Practice in cyber securityÌýÌýat the University of Bristol. This is a key feature of CSEP’s cross-disciplinary work, outlining projects that we then put out to other universities and partners, to harness a diverse range ofÌýexpertiseÌýand contribute to a stronger sector that can help to drive economic growth.Ìý

What’sÌýnext for the research in the cyber sectorÌý

The challenge now is execution. The next phase of our work focuses on turning strategy into action, which involves testing what works in different regions, supporting local leadership, and sharing best practice across the UK. For businesses, this is an opportunity to shape the future of the cyber sector.Ìý