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Article

Notes From the Road: RSA Conference 2026 Edition

April 1, 2026
By Scott Radcliffe

While at this year’s RSA Conference I overheard a very senior security executive at a well-known security company remark that he “came to RSA expecting a security conference and instead seemed to arrive at an AI conference.” Like many things said in jest, there was more than a little truth buried inside.

Walking through the exhibitor halls, you’re immediately struck by the nearly comprehensive inclusion of AI in nearly every offering on display—from threat detection to incident response to risk management. It seemed every vendor had either retrofitted their solution with AI or built one from scratch.

It would be easy to dismiss it all as hype, another technology cycle where marketing teams latch onto a buzzword without a lot of substance to offer under the surface. Surely at least a little is snake oil, but to dismiss everything as vaporware would be miss the dramatic and evolutionary step AI represents for the cybersecurity space.

In the short twelve months since last year’s RSA conference, we’ve witnessed countless AI experiments, implementations and innovations, and even the most experienced security minds in the world are grappling with uncertainty about what’s coming next.

The Great Shift: From “Humans in the Loop” to Autonomous Operations

At last year’s conference, most discussions around AI in security were grounded at some level on keeping “humans in the loop” of the decision-making and execution process. AI could augment, assist and accelerate actions taken by human admins and users, but the final call had to rest with a human who understood context, nuance and consequences.

That narrative has fundamentally shifted in a single year. As Wall Street Journal reporter James Rundell pointed out from his first impression of this year’s conference, the industry has undergone a philosophical change over the course of the last year. Security teams are no longer asking whether AI should act independently—they’re asking how to best, and hopefully safely, architect systems where AI must act independently and, quite often, in real-time.

This isn’t a subtle distinction. It represents a wholesale reimagining of how we defend our networks and systems. The efficiency gains of this headlong leap into AI are real, but so are the risks, and that tension is what keeps many security leaders up at night.

Identity as the New Perimeter

If autonomous AI is the emerging challenge, then identity has become an even more critical battleground. Anyone who’s paid attention to the security space recently is familiar with the popularity and continued growth of identity-based attacks that use known, often re-used credentials like usernames, email addresses, and passwords to gain access to systems. With AI systems now being granted expanding autonomy and access to sensitive data, the question of whom, or more accurately, what—should be able to access particular systems, networks, or information has taken on even greater urgency.

Early implementations of AI agents have already demonstrated the dangers of unchecked permissions. Give these systems too much access or too broad an ability to act, and they can quickly spiral into trouble. A key message that echoed through many of the talks at RSA this year make clear that guardrails aren’t optional, they’re foundational. As organizations deploy AI more widely, the ability to establish firm, granular controls around identity and access will be absolutely critical. In a world of autonomous intelligent agents, identity becomes the ultimate arbiter of what’s possible.

AI’s Dual-Use Dilemma for Security: Offensive Operators Will Have a Huge Head Start

Perhaps the most sobering insight I took away from RSA this year is how far behind defenders will be, and for how long, in the AI race. AI certainly represents an immediate force multiplier for attackers, and it will take a significant amount of time for defenders to catch up. Kevin Mandia, a veteran cybersecurity executive with decades of experience founding some of the industry’s most iconic companies, put some sobering specifics to this sentiment. In his view, AI will provide a clear advantage to offensive operations for the next two years before the defense can accumulate enough data and operational experience to train systems that keep pace.

The advantage goes beyond speed, though that’s certainly part of it. AI enables attackers to operate with precision and personalization previously unattainable at scale. Rather than deploying generic attack tactics across broad targets, AI allows threat actors to generate bespoke attack plans tailored to individual organizations—understanding their specific vulnerabilities, mimicking their communication patterns, and timing operations to maximize success. For defenders, holding the line while playing catch-up will be a daunting but necessary challenge.

The Sovereignty Conversation: A Quiet but Consequential Shift

Away from the AI spotlight, Microsoft’s CISO for AI and Technology Data, Igor Tsyganskiy, brought up a fascinating nuance to the data sovereignty trend many cloud providers are facing during a fireside chat. As organizations continue to adopt cloud architectures, where data lives—physically and jurisdictionally—has moved from a compliance checkbox to a strategic security consideration.

Different regions, regulatory frameworks and threat landscapes all create scenarios where the location and control of data become material to security architecture. This trend will likely only intensify as companies navigate an increasingly fragmented geopolitical environment. Data sovereignty has been a growing trend for a number of months at this point. The interesting point Tsyganskiy raised at the conference last week, however, was the urgent need for organizations to consider operational contingencies as well in their plans to satisfy data sovereignty requirements.  A recent airstrike that destroyed Amazon’s data center in Bahrain underscores the point: it doesn’t take a missile to disrupt operations, so organizations should be prepared as the answer may not be as easy as flipping the switch to another data center in a desired location.

For security and communications leaders, this means the conversation with the business can’t remain purely technical. It has to account for regulatory, geopolitical and strategic business considerations.

The Fundamentals Still Matter (Maybe More Than Ever)

Rob Joyce, the former director of cybersecurity at the NSA, emphasized a reality that can sometimes get lost amid the AI hype: the fundamentals of cybersecurity still remain a powerful and largely effective defense. His point is worth emphasizing, especially at a conference filled with vendors pitching the latest solutions the security industry has to offer.

Attackers, Joyce argued, continue to disproportionately target organizations that don’t execute the basics well. Though those attacks will only grow as bad actors begin to use AI as a force multiplier, organizations that prepare by adhering closely to good security fundamentals will be in a much better position to weather the coming storm. This means companies that lag in patching systems, haven’t broadly deployed multi-factor authentication, maintain inadequate logging practices, or generally fail to stay prepared are putting their systems at much greater risk.

I would argue the same applies to communications and marketing teams. Ensuring you’re prepared, properly integrated with the rest of the organization and generally ready to help your organization stay ahead of a threat environment evolving at exponential speed is more important than ever. Furthermore, I’d add that the time has come for marketing and communications teams to do their part and partner with technical teams to ensure the security conversation organizations have with their boards and business leaders isn’t dominated by buzzwords but is instead grounded in ensuring the foundational elements of security are strong enough to build upon.

It’s certainly easy to walk away from RSA 2026 with a sense of dread. But the deeper message embedded throughout the conference would be missing.

Yes, AI represents a significant challenge. Yes, attackers have a near-term advantage. Yes, data sovereignty is becoming a more complex puzzle to solve. But it’s a challenge I think we’re all up for if we’re ready.

Scott Radcliffe is FleishmanHillard’s global director of cybersecurity, leading the firm’s Cybersecurity Center of Excellence and advising clients on rising cyber risks. He recently rejoined FH from Apple, where he led cybersecurity communications and previously served as the agency’s senior global data privacy and security expert.

Article

Cybersecurity and Reputation in 2026: Surfing into the Wave 

January 29, 2026
By Scott Radcliffe

While we’re well past Larry David’s threshold to wish “Happy New Year,” 2026 is still fresh and there will be some trends communications leaders should be very prepared for as cybersecurity and corporate reputation continues to be more firmly intertwined. What’s more, these trends are evolving quickly and in a way that should make most PR leaders question assumptions they’ve made for cybersecurity-related communications even just a few years ago.  

We’ll likely find the organizations that emerge with their reputations intact—or even enhanced in some cases—are those that recognize a simple truth. Specifically, that in the age of growing and ever-present cybersecurity threats, your communication strategy is nearly as important as your firewall configuration. 

The Trends

Show Your Work, Not Just Your Confidence: Soon it will no longer be enough to simply say your products or services are “secure,” you need to demonstrate it with specificity and honesty. This means highlighting the good with the bad and providing meaningful detail about your offerings. Companies like Anthropic are leading the way by openly discussing safety concerns with their AI models, while Amazon has been transparent about potentially malicious activity it has detected and mitigated in its network. The market is rewarding this kind of candor because it builds credibility and ultimately trust. Security is a journey, not a destination, so no one expects their security vendor to have a perfect record. They do expect them to quickly and effectively address vulnerabilities. 

Supply Chain Security as a Diplomatic Balancing Act: Supply chain security is already a fundamental area of corporate risk, but it is likely to continue to grow as cybercriminals become more creative and effective in exploiting vendors across corporate supply chains. Because these types of issues have only grown in frequency and impact, the way in which organizations communicate to core stakeholders about them will also need to change in 2026. The line between accountability and “throwing suppliers under the bus” is beginning to grow very blurry and will depend even more on the facts on the ground in the coming year. Moving forward, organizations should approach communications related to these situations with considerable nuances. Letting the facts of the matter drive the narrative rather than reflexive blame-shifting that could backfire with partners and customers alike if pre-packaged approaches are applied. 

The Race to Disclosure Amidst a Sea of Data Extortion Attacks: Bad actors are doubling down on data theft and extortion rather than deploying traditional ransomware. In this environment, companies need to realize they aren’t alone—and many who are targeted actually stand out in a positive way if they choose not to pay and instead disclose the issue before the bad actors. Speed and a degree of transparency can transform a potential reputation crisis into a demonstration of organizational integrity. This trend also extends beyond data extortion attacks. In recent years, many companies received positive feedback for proactively disclosing security issues early when they pose an immediate threat or have immediate impacts on users, even when not legally required to do so. 

Reputation in the Age of Hacking Back: In the geopolitical West, and particularly in the U.S. of late, state-backed offensive cyber action and overall aggressiveness—including “hacking back” and hawkish, nationalistic perspectives—is gaining momentum. Brands operating in this sphere directly or tangentially face complex decisions. Specifically, how do you want to position your organization in this increasingly militarized cyber domain while protecting your reputation? Also, how that decision will need to be framed and communicated in a way that aligns with their existing brand reputation or the trajectory they want their reputation to take. 

It’s Past Time to Stop Saying, “We take security seriously:” Using that phrase increasingly carries with it a subtext that suggests you’re simply cutting and pasting what everyone else says and in fact do not take security “seriously.” Furthermore, for a while it has also underscored a lack of authentic engagement with the issue for press, but increasingly with other important stakeholders, which can undermine trust with your key audiences as opposed to building trust. 

The Bottom Line 

The companies that will thrive in 2026’s cybersecurity landscape won’t necessarily be those that never experience incidents. They’ll be the ones that communicate about them with honesty, speed and strategic clarity. Reputation is no longer built on projecting invulnerability; it’s earned through demonstrating resilience, accountability and respect for those who trust you with their data. 

Your security posture and communication strategy are now inseparable. Make sure they’re both ready. 

Scott Radcliffe width= Scott Radcliffe is FleishmanHillard’s global director of cybersecurity, leading the firm’s Cybersecurity Center of Excellence and advising clients on rising cyber risks. He recently rejoined FH from Apple, where he led cybersecurity communications and previously served as the agency’s senior global data privacy and security expert.

 
Article

Don’t Blame Users, Equip Them: A Smarter Approach to Cybersecurity

October 21, 2025
By Scott Radcliffe

There has never been a more challenging time to be a user on a corporate network. Ransomware and extortion gangs are now billion-dollar businesses built in part by targeting individuals—sometimes even highly privileged users—to steal corporate data. Now, with a big assist from AI, barriers to entry have flattened and cybercriminals have gotten even better at targeting and tricking people into giving them sensitive data.

Why cybersecurity employee awareness matters

It can be easy for organizations to feel like the answer is bigger, better and more agile technical defensive solutions. While those are essential and have adapted at a staggering rate, they are not enough due in part to the defender’s use of AI. Almost as important is recognizing that technical solutions alone are insufficient. Engaging corporate users (employees) more effectively may require not just new tools, but a change in outlook as well as approach.

As attackers seek more effective and creative ways to bypass technical defenses, often by tricking users, we need to update our approach to helping organizations fight back.

Limitations of periodic cybersecurity trainings

Study after study shows pretty clearly that the old approach to employee cybersecurity education and training just isn’t working. Worse, a healthy dose of fatalism can creep into the mindset of security teams. This thinking resigns them to the notion that user mistakes are generally unavoidable. Collectively throwing up our hands and giving up isn’t an option. It’s time to think more creatively about employee cybersecurity education and training. While the substance of training is important, organizations often focus so much on what information needs to be shared that they neglect to consider how to effectively engage their intended audience.

Making users click through a cybersecurity awareness training session once a year, then testing them at the end or with simulated phishing exercises, isn’t good enough. We should view cybersecurity training and education for employees not as a singular task, but as a communications campaign that requires design and delivery to maximize stakeholder retention of its key messages. That means more frequent, concise and engaging initiatives, rooted in insights specific to your organization, tailored to unique audiences and delivered across multiple platforms.

Empowering employees for better cybersecurity outcomes

Designing your security with the understanding that compromised user accounts are frequently the way threat actors breach corporate environments isn’t the same as treating user security risk like it’s a hopeless problem. This issue is too important, especially now, to view any other way. It’s a collective responsibility, one that leverages the skills and expertise from across the organization to help mitigate a core source of organizational risk.

Bottom line: Humans aren’t perfect, and they’ll continue to make mistakes. Bad actors will continue to be creative, tricking a platform provider’s helpdesk to give them access to customer data or offering corporate users a cut of any ransom to extort from the user’s employer, or in any number of other ways.

It’s time to find better ways to arm users with the knowledge they’ll need to fight back.

Opportunities exist to help organizations plan and execute a strategic approach to cybersecurity education so that employees cannot only access but also retain the right information.

To learn more, contact [email protected] or [email protected]

Scott Radcliffe width= Scott Radcliffe is FleishmanHillard’s global director of cybersecurity, leading the firm’s Cybersecurity Center of Excellence and advising clients on rising cyber risks. He recently rejoined FH from Apple, where he led cybersecurity communications and previously served as the agency’s senior global data privacy and security expert.

 
Article

The Friends You Never Knew You Needed: Why IT and Communications Must Team Up

July 24, 2025
By Scott Radcliffe

Trust is at the heart of every successful organization. In today’s digital landscape, that trust is built—and sometimes shattered—by how well you protect the data on your network. Reputation is hard-won and easily lost, making it a favorite pressure point for cybercriminals and regulators alike.

Over the past several years, threat actors have shifted tactics. Rather than relying solely on operational disruptions driven by ransomware, groups like Lapsu$ have gone as far as exposing sensitive corporate data without warning or attempted extortion, as seen in their attacks on some of the tech industry’s top companies.

At the same time, regulators and government officials are turning to more and more public responses related to cybersecurity, tightening their grip on corporate reputations through new rules and public scrutiny. With more stringent regulations and increased public reporting, organizations are being held accountable for how they manage and protect sensitive information. Meanwhile, a more cyber-savvy and skeptical public is quick to notice, and react to, any missteps.

Reputation and Technical Cyber Risk: A New Partnership

As the link between reputation and cyber risk grows stronger, IT and Communications teams can no longer afford to operate in silos. Their collaboration should go far beyond crafting post-incident press releases. Here’s how these two critical teams can—and should—work together:

  1. Translate Complexity into Clarity:
    Technical teams understand the risks. Communications teams know how to craft messages that resonate. Together, they can ensure clear, concise explanation of core policies, risks, and responses both internally and externally.
  2. Build a Culture of Security:
    It’s not just about what you say, but how you make it stick. Developing a thoughtful strategy for culture change ensures that security messages are truly internalized throughout the organization.
  3. Plan for the Unexpected:
    Effective scenario planning for data security and privacy risks requires tight coordination. Legal, technical, and Communications teams must work hand-in-hand to prepare for—and respond to—potential crises.

The Benefits of Collaboration

When IT and Communications join forces, the results are tangible:

  • Stronger organizational alignment and buy-in
  • Increased compliance with policies and regulations
  • Faster, more effective crisis response

The specifics of this collaboration will vary but the playbook begins with early alignment on goals, KPIs, desired outcomes and a plan for communicating information to the appropriate stakeholders. Starting before a crisis hits ensures everyone in the organization is working towards shared outcomes.

The threat landscape is only growing more complex and dangerous. While technical defenses are essential, they’re not enough on their own. Real security comes from building awareness, engagement and trust across every level of your organization.

If cybercriminals are evolving their tactics, organizations must evolve, too—not just in how they defend against attacks, but in how they think about and communicate cyber risk.

Scott Radcliffe width= Scott Radcliffe is FleishmanHillard’s global director of cybersecurity, leading the firm’s Cybersecurity Center of Excellence and advising clients on rising cyber risks. He recently rejoined FH from Apple, where he led cybersecurity communications and previously served as the agency’s senior global data privacy and security expert.

 
Article

Protecting Relationships During a Cyber Crisis

June 3, 2025
By Cody Want

When a cyber incident hits, IT and legal are often the first to get the call—for good reason. IT teams must act swiftly to contain, remediate and investigate the breach, while legal teams must ensure compliance with regulatory and contractual obligations and manage legal exposure.

But a strictly technical or legal lens can narrow your field of vision. Without broader perspective, you risk overlooking the long-term impact on trust and reputation. In the critical early hours of a response, you need someone in the room to ask: “Now that we know what we’re required to do—what else should we do?”

How you manage the technical and procedural aspects of a cyber incident is essential—it’s foundational to restoring operational confidence. But reputation isn’t built on competence alone; it’s a true test of values. In a crisis, stakeholders are paying attention not only to what you do, but how you engage—and whether your actions reflect the commitments you’ve made in steadier times. The impressions formed in these moments of uncertainty can endure far beyond the incident itself.

Think of cyber incident response as a three-legged stool: IT, legal and communications. Without that third leg, your response may be technically compliant—but misaligned and disconnected from the broader reality of stakeholder expectations. That imbalance can compound risk.

Communicating through a cyber crisis is rarely straightforward. There’s significant pressure to provide clarity on the situation, but forensic investigations take time, threat actors cover their tracks and facts change. The difficulty of navigating these considerations—and the potential impact of a misstep—doesn’t mean you should downplay the need to communicate. It means it’s more important than ever to fill that space, especially when the demand for communications is highest.

That complexity isn’t a reason to step back from communication—it’s a signal to step in more thoughtfully. In moments of high uncertainty, demand for transparency rises.

The right communications strategy acknowledges these challenges while ensuring that trust and relationships aren’t casualties of the crisis. Here are three principles to guide your approach:

  • Be stakeholder-centric: Start with a clear understanding of who your stakeholders are and what they need to hear from you. Reputation is shaped in the details of how you communicate—how you time employee updates, brief partners and how you equip and support customer-facing teams.
  • Avoid media tunnel vision: The headlines matter, but they’re not the whole story. In most incidents, your long-term reputation is shaped more by internal and stakeholder communications than by a single news cycle. Media relations is just one part—often a small part—of a much broader response.
  • Think of future conversations: Imagine explaining your decisions months from now to a key stakeholder. They might not be fully satisfied, but will they understand and respect how you handled the situation given the constraints you were facing?

When and How to Communicate

Cyber incidents create uncertainty. If you don’t provide information to your stakeholders, others will do it for you—customers on social media, employees in break rooms, journalists on deadline.

More On Planning For Uncertainty: Meet the Global Executive Advisory

This doesn’t mean sharing everything, with everyone, all at once. It means thoughtfully assessing what your stakeholders likely know or assume, what you know and can responsibly say, and how best to bridge the gap. There’s no perfect answer. Often, it’s a day-by-day judgment call.

Understanding every stakeholder’s perspective and expectations in this level of detail takes work—but it’s work that always pays off. In a crisis, you’ll never regret having spent time preparing your communications strategy.

Some of the key questions to ask:

  • Clients & Partners: Should high-value relationships get a direct update or a 1:1 call? How are you supporting them through operational disruption?
  • Customers: Are they worried about incompetence—or their data? How are you addressing concerns, inquiries, and frustration?
  • Employees: Do they know what they can and can’t say? Are they prepared to respond to external questions or internal uncertainty?
  • Media & Digital: Should you respond to inquiries, or would that validate speculation? How do you monitor and address unverified rumors before they escalate? What should you do about blogs and anonymous accounts?
  • Board & Investors: How do you keep key stakeholders informed without escalating concern or overpromising outcomes?
  • Regulators & Authorities: Beyond mandated disclosures, what messaging aligns with your broader corporate values?
  • Other Key Audiences: Who else expects to hear from you? Have you considered suppliers, industry associations, or even competitors who might be affected?

More Than a Response—A Reputation Strategy

IT and legal are essential to resolving the technical and regulatory dimensions of a cyber incident. But stakeholders don’t measure your performance by minimum requirements—they measure it by how you made them feel. Ask yourself: are you communicating in a way that reassures and retains trust?

The best responses manage short-term pressures without compromising long-term relationships. Even within the constraints of investigation and legal risk, organizations that integrate communications expertise are better positioned to emerge with credibility intact—and often stronger.

Cyber incidents may be inevitable. Reputational damage doesn’t have to be. The real question isn’t just whether you responded— it’s whether you’re responding in a way that strengthens trust and credibility in the long run.

Cody Want Cody Want is FleishmanHillard’s U.S. Cyber Crisis Lead with extensive experience in cyber incident response and preparedness. He has helped clients through a wide range of crisis and issues situations, including undercover media investigations, major restructures, union disputes and many other regulatory and reputational challenges.