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6Images:AdobeStock.Getty

Images.ContentsForeword

3Executivesummary

41

FiveyearsoftheGlobalCybersecurityOutlook

92

Theviewfromthetop:CEOs’priorities

inashiftingcyber

landscape103

Thetrends

reshapingcybersecurity173.1AI

is

reshaping

risk,accelerating

bothoffenceanddefence183.2Geopolitics

isadefiningfeatureof

cybersecurity243.3Theevolvinglandscapeof

cybercrime:30AI,fraudandtheglobal

response3.4Cyber

resilience

isthe

keytosafeguardingeconomicvalue343.5Securingsupplychainsamidopacityandconcentration

risks453.6Driversof

cyber

inequity

in

2026483.7Futurethreatvectorsare

emerging

insilence54Conclusion

56Appendix:

Methodology57Contributors58Endnotes

61DisclaimerThisdocumentis

published

bytheWorld

Economic

Forumasacontributionto

a

project,

insight

area

or

interaction.Thefindings,interpretationsandconclusionsexpressedherein

are

a

resultofacollaborativeprocessfacilitated

andendorsedbytheWorld

Economic

Forumbutwhoseresultsdo

not

necessarilyrepresenttheviewsoftheWorld

EconomicForum,nor

the

entirety

of

its

Members,Partnersorother

stakeholders.?2026World

Economic

Forum.All

rightsreserved.

No

part

of

this

publication

maybereproducedortransmitted

in

anyformorbyany

means,

including

photocopyingandrecording,or

by

any

informationstorage

and

retrieval

system.GlobalCybersecurityOutlook2026

2Nowinitsfifthyear,theGlobalCybersecurityOutlook

hasbecomeanauthoritativereference,

empowering

leaderswiththeinsightstheyneedto

navigatecyber

challenges,aswellasanimportant

instrumentwithwhichto

redefine

businessstrategy,enterpriseinvestmentsandgovernmentinitiativesandseize

the

opportunitiesoftoday’scybersecuritylandscape.Byexamining

leaders’perspectivesand

highlighting

the

prioritiesthatdrivesuccess,this

reportdeliversaclear

message:cybersecurity

is

notpredetermined.

Itsfuturedependsonthechoices

we

maketoday.

By

investing

inforesight,capability

and

innovation,and

bystrengtheningcollaboration

across

industries,sectorsand

national

boundaries,

wecantransformvolatility

into

momentumandbuildasafer,

more

resilientdigitalfuture

together.Inanera

defined

by

acceleratingtechnologicalchange,

persistentgeopoliticalvolatilityandwideningcapabilitygaps,thecyberlandscape

has

become

bothacatalystfor

progressand

avector

ofprofound

risk.Cybersecurity

risk

in2026

isaccelerating,fuelled

byadvances

inAI,deepeninggeopoliticalfragmentationandthecomplexity

of

supplychains.Theseshiftsare

compounded

by

theenduringsovereigntydilemmaandwidespreadcyber

inequity,twofactorsthatexposesystemic

vulnerabilities.The

result

isathreatenvironment

wherethespeedandscale

ofattacks

are

testing

the

limitsoftraditional

defences.GlobalCybersecurityOutlook2026ForewordJeremyJurgensManaging

Director,World

Economic

ForumPaolo

DalCinGlobalCybersecurity

Lead,AccentureGlobalCybersecurityOutlook2026

3January2026Cybersecurity

in2026

isacceleratingamidgrowingthreats,geopoliticalfragmentationandawideningtechnologicaldivide.Artificial

intelligence

(AI)

istransformingcyberon

bothsides

of

thefight–strengtheningdefencewhileenabling

moresophisticatedattacks.Organizationsarestrivingto

balanceinnovationwithsecurity–embracingAIand

automationatscale,evenasgovernanceframeworks

and

humanexpertisestruggleto

keep

pace.Theresultisafast-paced,metamorphiclandscapewhere

disruptions

moveswiftlyacross

borders,evenastechnologyoffers

new

potentialfor

resilience.Thisyear’s

reportexaminesthe

intersectionofAI

adoptionandcyber

readiness,andthe

emergingdisparitiesthat

innovationcreates.On

thegeopoliticalfront,fragmentationandsovereigntyconcernsare

reshapingcooperationandtrustamong

nations.

Hybridthreatsandescalatingcyberattacks

reflectthe

increasingvolatilityoftheglobalenvironment.

Fromaneconomic

perspective,

unequalaccessto

resourcesand

expertisecontinuestowidencyber

inequity.Ultimately,strengtheningcollective

cyberresilience

has

become

bothaneconomicand

asocietal

imperative.Cybersecurity

isafrontier

wherecollaboration

remains

notonly

possible,

but

powerful–a

reminderthat,

even

amidfragmentation,economicstrainand

uncertainty,

collectiveactioncandrive

progress

for

all.Thesearethree

keytrendsthatexecutives

will

needto

navigate

incybersecurity

in2026:ExecutivesummaryCybersecurity

isafrontierwherecollaboration

remains

notonly

possible,

but

powerful.AI

isanticipatedto

bethe

mostsignificantdriver

ofchange

incybersecurity

intheyearahead,accordingto94%

ofsurveyrespondents(seeAppendix:

Methodology

for

more

information

aboutthesurvey).Thisgrowing

recognition

istranslating

intoconcrete

actionacrossorganizations.The

percentageofrespondentsassessingthesecurityofAItools

has

nearlydoubledfromthe

previousyear,from37%

in2025to

64%

in

2026.PercentageoforganizationswithprocessesinplacetoassessAIsecurityDoesyourorganizationhaveaprocessin

placetoassessthesecurityofAItoolsbeforedeployingthem?1.FIGURE

AAIissuperchargingthecyberarms

race37%63%20%40%60%

80%GlobalCybersecurityOutlook2026

420262025Yes

No36%64%100%0%Atthesametime,AIvulnerabilitiesareacceleratingat

an

unprecedented

pace:87%

ofrespondents

identifiedAI-relatedvulnerabilitiesasthefastest-growingcyber

riskoverthecourse

of

2025.Perceptionofincreaseordecreaseincyberrisks

overthe

pastyearInthepastyear,doyouthinkthefollowingcyberrisks

have

increased,decreased

or

stayed

the

same?AIvulnerabilitiesCyber-enabledfraudand

phishingSupplychaindisruptionExploitationofsoftwarevulnerabilitiesRansomwareattackInsiderthreatDenial-of-serviceattacks0%20%

40%

60%

80%100%

Increase(%).Neutral

(%)

Decrease

(%)2.Geopolitics

isadefiningfeature

of

cybersecurityIn2026,geopolitics

remainsthetopfactor

influencingoverallcyber

risk

mitigationstrategies.Some64%

oforganizationsareaccountingforgeopolitically

motivatedcyberattacks–suchasdisruptionofcritical

infrastructure

or

espionage.FIGURECTopconsiderationsforcyberriskmitigationstrategiesWhichofthefollowingdoesyourorganizationconsiderinitsoverallcyberrisk

mitigation

strategy?(select

all

that

apply)11%Geopolitically

motivatedcyberattacks(disruptionofcriticalnationalinfrastructure,

espionage,

etc.)DisinformationConvergenceof

IT/OT/IoT/roboticsNaturaldisasters(e.g.extremeweather,long-termenvironmentaldisruptions)Dependenceon

underseacablesor

linesofcommunicationDependenceonspace-basedassets(e.g.satellites,GPS,satellitecommunications)Noneofthe

above49%42%41%●Responses(%)54%32%GlobalCybersecurityOutlook2026

520%

40%

60%18%65%58%15%FIGURE32%39%39%21%54%28%87%61%77%13%18%64%0%BHasyourorganization’scybersecuritystrategyevolvedbecause

ofgeopoliticalvolatility?>100,000employees41%91%59%●

Yes

●NoHowcon?dentareyouinthepreparednessofthecountryinwhichyouare

based

torespondtomajorcyberincidentstargetingcriticalinfrastructure?Middle

Eastand

NorthAfricaEastAsiaand

Paci?cEuropeand

CentralAsiaSouthAsiaNorthAmericaSub-SaharanAfricaLatinAmericaandtheCaribbean0%20%

40%

60%

80%

100%●Con?dent

.Neutral

●Not

con?dentNotably,91%

ofthe

largestorganizations1

havechangedtheircybersecuritystrategiesduetogeopoliticalvolatility.HoworganizationshaveadaptedcybersecuritystrategiesamidgeopoliticalvolatilityFIGUREFIGUREInthecontextof

geopoliticalvolatility,

confidencein

nationalcyber

preparednesscontinuesto

erode,with31%

ofsurvey

respondents

reporting

lowconfidence

intheir

nation’sabilityto

respondto

majorcyber

incidents,

upfrom26%

last

year.Confidence

levelsvarygreatlyacross

regions.Respondentsfromthe

Middle

Eastand

North

Africaexpressa

high

degree

of

confidenceintheircountry’s

abilityto

protect

criticalinfrastructure

(84%),whileconfidence

is

lower

among

respondents

in

LatinAmericaandthe

Caribbean(13%).Regionaloverview:Confidenceinnationalcyberresponsetocriticalinfrastructure

attacksDE40%40%38%37%GlobalCybersecurityOutlook2026

6<1,000

employees26%25%11%

4%9%35%30%32%39%38%47%40%49%27%24%84%19%13%Howwouldyourateyourorganization’scyberresilience?25%20%15%23%11%0%Privatesector

Publicsector

andinternationalorganizations●Ourcyber

resilience

is

insuf?cientRecent

incidentsaffecting

key

infrastructure,suchasairportsand

hydroelectric

facilities,continuetocallattentiontotheseconcerns.

Despite

its

central

roleinsafeguardingcritical

infrastructure,the

publicsector

reports

markedly

lower

confidence

in

national

preparedness.Some23%

ofpublic-sectororganizations

reported

having

insufficientcyber-

resiliencecapabilities.PerceptionofinsufficientcyberresiliencebysectorGlobalCybersecurityOutlook2026

710%5%FIGUREFmostforyourorganization?

Chiefexecutiveofficer

2025Ransomwareattack3.Cyber-enabled

fraud

is

threateningCEOsandhouseholds

alikeInthesurvey,73%

ofrespondents

reportedthattheyor

someone

in

their

network

had

been

personallyaffected

bycyber-enabledfraudoverthecourse

of2025.FIGURE

G

Prevalence

of

cyber-enabled

fraud

(all

respondents)Yes,

phising,vishingorsmishing

attacks62%Yes,

invoice

orpaymentfraud37%Yes,

identitytheft32%Yes,

insiderthreat

oremployee-ledfraudYes,

romance

orimpersonationscamsYes,

investmentor

cryptocurrencyfraudExploitationofsoftwarevulnerabilitiesChiefexecutiveofficers(CEOs)

ratecyber-enabledfraudastheirtop

concern,

shiftingfocus

fromransomwaretoemerging

riskssuch

as

cyber-enabledfraudandAIvulnerabilities.Chiefinformationsecurityofficers(CISOs),by

contrast,

remainconcernedaboutransomwareandsupply

chain

resilience.This

reflectshowcybersecuritypriorities

divergebetweentheboardroomandthefront

line.Haveyouoranyoneinyourprofessional/personalnetworkbeenaffected

bycyber-enabledfraudinthepast12months?

(selectallthatapply)73%27%TABLE1Ranking

of

CEOs,and

CISOs,cyber

risk

concerns

for

their

organizations2026Cyber-enabledfraud

and

phishing2026Ransomwareattack2025RansomwareattackChiefinformationsecurityofficer(CISO)Exploitationofsoftware

vulnerabilitiesWhichcyberrisksconcernyouCyber-enabledfraud

and

phishingCyber-enabledfraud

and

phishing●Responses(%)GlobalCybersecurityOutlook2026

80%20%

40%60%SupplychaindisruptionSupplychain

disruptionSupplychain

disruptionAIvulnerabilities20%17%17%(CEO)23RankYesNo1Five

years

of

the

Global

CybersecurityOutlookIn2026,cybersecuritywillcontinue

to

evolve

acrosstechnological,geopolitical,economic

andstrategicdimensions.The2022

editioncapturedaworldadaptingtounprecedentedconnectivity.Asorganizationsraced

todigitizeoperationsduringtheCOVID-19pandemic,

thereportwarnedofwideningcapabilitygapsthatleftsmallerinstitutionsand

nationsstrugglingto

defendtheirincreasinglydigitalinfrastructure.By2023,cyber

riskhad

become

inseparablefromgeopolitics.Thereportdocumented

howescalatinggeopolitical

instabilityandsupplychain

interdependencies

reshapedcorporate

priorities.The2024

editiondescribedaworldofpolarizationandunevenprogress.Thecybersecurityeconomygrewfasterthantheglobaleconomy,butthisgrowth

maskeddeepeningcyberinequitybetween

resilient,

well-resourcedorganizationsandthosefallingbehind.In2025,thefourtheditionfoundthata

seriesofcompoundingfactorsgeopoliticaltension,intricatesupplychains,

regulatory

proliferationand

rapidtechnologicaladoptionwerecreatinganeraofescalatingcomplexityand

unpredictability.Acrossthesefouryearsand

leading

intothefifth,onethemestandsout:collaboration

has

becomeindispensable

inafragmentedworldfacing

risingthreats,awideningtechdivideand

growing

inequity

that

riskdeepeningthecyber

resiliencegap.Overthepastyear,cyberspacehas

becomedeeplyintertwinedwithgeopolitics,theglobal

economy

andthe

daily

livesof

individualsand

institutions

alike.A

newgenerationof

cyber

incidents

hasexposedthefragilityofthese

connections:disruptions

in

retailand

manufacturingchains,aviationslowdowns,

intrusions

into

public-sector

systemsand

hyperscalecloud

outages.

Eacheventunderscoredhowtightlyinterlinkedthe

digital

ecosystemhasbecomewhereasingle

localfault

ortargetedattackcan

rapidlycascade

intoglobal-

scaleconsequences.In2026,cybersecuritywillcontinueto

evolve

across

technological,geopolitical,economicandstrategic

dimensions.

Inthis

landscape,cybersecurity

is

no

longera

backroomtechnicalfunction;

it

isacorestrategicconcernforgovernments,

businessesand

societies.Thecomingyearwilltest

notonly

global

technological

preparedness

butalsothecapacityto

align

policy,ethicsandcollaboration

indefendingan

increasinglydigitalworld.Overthe

pastfiveyears,theGlobalCybersecurity

Outlookhastracedthedevelopments

in

risksrelatedtothedigital

landscapefromtheurgencyofthe

pandemic-drivendigitalizationto

today

senvironmentofacceleratingcomplexity,

fragmentationandtechnologicaltransformation.GlobalCybersecurityOutlook2026

91The

view

from

the

top:CEOs’priorities

in

ashiftingcyberlandscapeTheGlobalCybersecurityOutlook

2026survey

gathered

insightsfrom

morethan

100CEOs

across

industriesand

regions.Their

responses

offera

unique

lens

into

how

leaders

perceive

theevolvingcyber

landscape.本報(bào)告來源于三個(gè)皮匠報(bào)告站（）,由用戶Id:349461下載,文檔Id:1047094,下載日期:2026-01-15GlobalCybersecurityOutlook2026102TABLE2ThreatlandscapeCyber-enabledfraudisCEOs’topconcern,

whileransomwareremainsthe

primaryconcernforCISOsIn2025,CEOswere

most

concerned

aboutransomware

attacks,followed

by

cyber-enabledfraud.

In2026,their

priorities

shifted,with

cyber-enabled

fraud

and

phishing

takingthetopspotand

AI

vulnerabilities

emergingsecond.

ForCISOs,thetop

risksshowed

strongcontinuity,with

ransomwareattacks

remainingthe

leadingconcernandsupply

chain

disruptionconsistently

holdingsecond

placeacross

bothyears.ThissuggestsCEOs

are

prioritizingfinancial

loss

preventionand

preparingfornewthreats,whileCISOs

remain

focusedonoperational

resilience.RankingofCEOs’andCISOs’cyberriskconcernsfortheirorganizationsWhichcyberrisks

concern

you

most

for

your

organization?tive

officer(CEO)Chief

information

security

officer

(CISO)25202620252026Rank

Chiefexecu

201Ransomware

attackCyber-enabledfraud

and

phishingRansomwareattackRansomwareattack2Cyber-ena

and

phbledfraudishingAIvulnerabilitiesSupplychain

disruptionSupplychaindisruptionSupply

chaindisruptionExploitationofsoftware

vulnerabilitiesCyber-enabledfraudand

phishingExploitationofsoftware

vulnerabilitiesTABLE3CEOsofhighly

resilientcompanies

areconcernedaboutAIvulnerabilitiesCyber-enabledfraudand

phishing

remainthetop

cybersecurityconcernsforCEOsof

insufficiently

resilientorganizations.

However,as

resiliencestrengthens,

riskperceptionshiftstowardsemergingthreats:amongCEOsof

highly

resilient

organizations,AI-relatedvulnerabilities

risetothe

top.Thissuggeststhat

resilientorganizationsare

moreattunedtotheevolving

risks

posed

byadvancedtechnologies.CEOsurveyresponses,segmentedbyorganizationalresilience

levelWhich

cyber

risks

concernyoumostforyourorganization?Highresilience(rank)Insufficient

resilience(rank)AIvulnerabilitiesCyber-enabledfraudand

phishingSupplychain

disruptionExploitationofsoftwarevulnerabilitiesRansomwareattackInsiderthreatDenial-of-serviceattacksGlobalCybersecurityOutlook202611417326512345673AI

risksDataleaksandadvancementofadversarialcapabilitiesdominateCEOs’

concernsaboutgenerativeAICEOs

identifydata

leaks(30%)andtheadvancement

of

adversarial

capabilities

(28%)asthe

mostsignificantsecurityconcerns

relatedto

generativeAI

(genAI).Thesetwo

risksstandoutclearlyaboveothers,

indicatingthat

exposure

ofproprietarydatathroughgenAIandthegrowingsophistication

of

cyber

attackers

arethe

primary

issuesonCEOs’

radarsfor

2026.CEOs’perceptionofkeyAIsecurity

risksGeopoliticsPrivate-sectorCEOsquestionnationalreadinessformajorcyberattacks

oncriticalinfrastructureLessthan45%ofallCEOsfromthe

private

sector

are

confident

intheir

country’s

abilityto

respondto

majorcyber

incidentstargetingcritical

infrastructure.CEOs’confidenceinnationalresponsestocyberattacksoncriticalinfrastructureWhichcybersecurityissuerelatedtogenAIconcernsyouthemost?Data

leaks(exposureofpersonal

datathrough

genAI)AdvancementofadversarialcapabilitiesTechnicalsecurityoftheAIsystemsthemselvesIncreasedcomplexityofsecuritygovernanceLegalconcernsofintellectual

propertyand

liability9%Softwaresupplychainandcodedevelopment

risks

6%0%

5%

10%30%28%15%13%15%

20%

25%

30%Howcon?dentareyouinthepreparednessofthecountryinwhichyouarebasedto

respondto

major

cyber

incidentstargetingcriticalinfrastructure?0%

20%

40%

60%

80%

100% Con?dent

.Neutral

●Not

con?dentGlobalCybersecurityOutlook202612Private-sectorCEOs

(%)FIGURE

1FIGURE2●

CEO

(%)31%43%26%Yes,we

have

increasedfocus

intelligence

relatedto

nation-sonthreattateactorsYes,we

have

increasedour

cybersecuritybudgetYes,we

havechanged

or

are

vendorsduetogeopolitical

cchangingonsiderationsYes,we

havestopped

doing

orconductingoperations

in

cbusinessertaincountriesYes,ourcybersecurity

budgethas

beencutCybersecurityisthefoundationforourdigitalworld.It

isatthe

heart

of

trustandwillallowsocietytofullybenefitfromthetransformationsenabledby

new

technologieslikeAIandquantum.Butit’snotsomethingonecandoontheirown.

Wehavetocometogether,shareintelligencegloballyanddeveloptheskillsequal

toemergingrisks.Societyknowswhat’satstakeifwegetthiswrong.

It’scritical

thatwegetitright.Ifwedo,we’llbeableto

deliveronthe

many

possibilitiesfor

somanypeoplearoundtheworld.Michael

Miebach,ChiefExecutiveOfficer,

MastercardCEOsofhighlyresilient

organizations

prioritize

threatintelligenceandinformationsharingto

addressgeopoliticalvolatilitySome

52%

ofCEOsof

highly

resilientorganizationsare

prioritizingthreat

intelligenceon

nation-state

actors,compared

to

13%

ofCEOsof

insufficiently

resilientorganizations.Similarly,48%

ofCEOs

of

highly

resilientorganizationsare

increasingcollaborationwith

government

agencies

and

information-sharinggroups,whereas

only

6%

ofCEOs

ofinsufficiently

resilientorganizations

reportdoingso.This

indicatesthat

resilience

is

no

longerbuilt

in

isolation.

It

isachievedthrough

sharedintelligenceand

partnerships.CEOs’viewsontheevolutionofcybersecuritystrategyamidgeopoliticalvolatility,byorganizationalresiliencelevelHasyourorganization’scybersecuritystrategyevolvedbecauseofgeopoliticalvolatility?(selectallthatapply)●CEOofhighly

resilient

organization

(%)●CEOofinsuf?ciently

resilientorganization

(%)52%48%Yes,wehaveincreasedengagementwithgovernment

agenciesorinformation-sharinggroups30%30%0%10%

20%

30%

40%

50%

60%19%13%13%13%13%GlobalCybersecurityOutlook2026136%6%FIGURE3Whatisyourorganization'sgreatestThird-partyandsupplychainvulnerabilitiesRapidlyevolvingthreatlandscapeandemergingtechnologiesRegulatorycomplianceandgovernancecomplexitiesLackofvisibilityacross

IT,OTand

IoTenvironmentsCybersecurityskillsandexpertise

shortageInsuf?cientincidentresponseandrecovery

planningLegacysystemsLackoffunds0%31%41%25%25%56%56%56%FIGURE4CEOs,greatestchallengetobecomingcyberresilient,by

organizational

resilience

levelchallengetobecomingcyberresilient?ResilienceCEOsofhighlyresilient

organizations

citeexternalecosystemrisksasthetopchallenge

tocyberresilience,whileless

resilient

peers

pointtofundingandskillsshortagesAsorganizational

resilience

improves,CEOs

increasinglyshifttheirattentionfrom

internal

resourceconstraints,suchasfundingor

skills

shortages,

to

broaderecosystem

risks.

Inthesurvey,

78%of

CEOs

of

highlyresilientorganizations

identifysupplychain

and

third-partydependenciesasthe

most

significant

challengetofurtherstrengthening

resilience.Onthe

other

hand,cybersecurityskillsshortage

(56%)and

lack

offunds(63%)werethetopchallenges

identified

by

CEOs

ofinsufficiently

resilientorganizationsto

improvetheircyber

resilience.13%19%19%15%19%15%15%78%●CEOofhighly

resilient

organization

●CEOofinsuf?ciently

resilientorganization20%

40%

60%GlobalCybersecurityOutlook20261463%80%SupplychainCEOsofhighlyresilientorganizations

integratesecurity

intotheirprocurementprocesstoaddresssupplychain

riskCEOsof

highly

resilientorganizations

integratesecurity

intotheir

procurement

process

(70%)and

prioritizesupplier-maturityassessments

(59%)toaddresssupply

chain

risk.CEOapproachestosupplychainriskmanagement,byorganizational

resilience

levelHowdoesyourorganizationaddresssupplychaincyberrisk?(selectallthatapply)We

involveoursecurityfunctioninthe

procurement

process31%44%6%●CEOofhighly

resilient

organization

●CEOofinsuf?ciently

resilientorganization59%31%We

mapourecosystem

in

detailto

understandwhereweorour

partners

areexposedtocyberthreats0%

10%

20%

30%

40%

50%

60