12 min read
Insicon Cyber
:
31/10/25 8:47 AM
As Cyber Security Awareness Month in Australia and Cyber Smart Week in New Zealand draw to a close, organisations across both nations face a critical question: What happens on November 1st?
October brings heightened focus, campaigns, webinars, and resources designed to raise cyber security awareness. But awareness campaigns end. Threats don't. And the sobering reality is that 830,000 New Zealanders experienced financial loss from cyber incidents in the past six months, while Australian businesses face one cyber attack every second.
These statistics reveal a fundamental truth: awareness alone doesn't create protection.
The theme for Australia's campaign, "Building our cyber safe culture," points toward something more sustainable than October initiatives. It recognises that lasting security requires more than annual training, compliance checkboxes, or awareness posters. It demands genuine cultural transformation where security becomes embedded in how organisations and individuals think, decide, and act every single day.
Technology continues advancing at remarkable pace. Organisations invest in sophisticated security platforms, AI-driven threat detection, and comprehensive security operations centres. Yet despite these technological advances, the human element remains the greatest driver of breaches.
The 2025 Verizon Data Breach Investigations Report found that 60% of breaches involve human behaviour. This statistic has remained remarkably consistent for years, barely moving despite massive investment in awareness programs, training modules, and compliance requirements. The human factor was involved in over 85% of data breaches, whether through falling for phishing attacks, making decisions that lead to malware infections, or using easily decipherable passwords.
Recent research from KnowBe4 reveals even more concerning patterns. Their 2025 Phishing by Industry Benchmarking Report found that 33.1% of employees globally click on phishing simulations before receiving any training. This means one-third of your workforce is potentially vulnerable to social engineering attacks. The research analysed organisations across multiple industries, finding that Healthcare & Pharmaceuticals faced the highest risk at 41.9%, followed by Insurance at 39.2%, and Retail & Wholesale at 36.5%.
However, the same research provides encouraging evidence that proper training creates dramatic improvement. KnowBe4's analysis of over 17,500 data breaches demonstrates that organisations with effective security awareness training programs are 8.3 times less likely to appear on public data breach lists annually. Even more remarkably, 97.6% of KnowBe4's current U.S. customers have not suffered a public data breach since 2005.
This isn't about people being the "weakest link." That phrase implies employees are at fault when breaches occur. In most cases, the issue isn't user failure. It's that security environments fail users. Security is made unnecessarily complex, communicated in confusing technical language, with policies designed for auditors rather than average employees.
The challenge isn't fixing people. It's creating environments where secure behaviour becomes the natural, obvious choice.
Most organisations have some form of cyber security training. Annual modules. Phishing simulations. Email reminders during October. These efforts represent awareness, and awareness matters. But awareness and culture are fundamentally different.
Awareness tells employees that phishing emails are dangerous. Culture creates environments where reporting suspicious emails is as natural as locking the office door when leaving.
Awareness trains people to use strong passwords. Culture makes password managers standard tools that everyone actually uses.
Awareness explains why clicking unknown links creates risk. Culture designs systems where the secure choice is also the easiest choice.
The KnowBe4 research powerfully illustrates this distinction. While one-third of employees initially fall for phishing simulations, effective security awareness training reduces phishing click rates by 86% after 12 months of consistent engagement. The decline happens rapidly, with a 40% reduction occurring in just the first three months. This dramatic improvement demonstrates that sustained training creates lasting behaviour change, not just temporary knowledge.
However, the critical word is "sustained." Knowledge without behaviour change doesn't prevent breaches. This explains why organisations can invest heavily in one-time training while seeing minimal risk reduction. Nearly 95% of human thinking and decision-making is controlled by what behavioural scientists call "System 1" thinking, our habitual, automatic way of processing information. Humans face thousands of tasks and stimuli daily. Most processing happens unconsciously through biases and heuristics. The average employee works on autopilot.
Culture transforms that autopilot from vulnerability to protection.
Security culture doesn't emerge from training modules or policy documents. It develops through sustained change across three interconnected levels, as research from MIT Sloan Management Review demonstrates.
Security becomes visibly prioritised in corporate strategy and decision-making. This means board discussions that include cybersecurity as a standing agenda item, not an occasional briefing. It means executives who reference security considerations in all-hands meetings and strategic communications. When the CEO uses multi-factor authentication and a password manager, employees notice. When the CFO discusses security investment as business enablement rather than cost centre, it signals genuine commitment.
Security permeates team workflows naturally. In organisations with mature security culture, project teams automatically consider security implications when planning new initiatives. Development teams integrate security reviews into sprint cycles without being prompted. Marketing teams consult IT before launching campaigns that collect customer data. Finance teams verify payment requests through established protocols, even when under time pressure. Security becomes embedded in how teams collaborate, not something remembered after decisions are made.
Employees internalise secure behaviours as automatic habits. Locking computers when leaving desks requires no conscious thought. Questioning suspicious emails becomes instinctive. Using approved file-sharing tools instead of personal accounts happens by default. This automation of secure behaviour represents the goal: security that requires minimal cognitive effort because it's simply how things are done.
Research from IBM confirms this pattern. They found that organisations with strong security cultures demonstrate consistent secure behaviours at all three levels, creating reinforcement loops where leadership commitment enables group norms, which in turn shape individual habits.
Traditional security training often relies on fear. Horror stories about breaches. Warnings about devastating consequences. Threats of disciplinary action for policy violations. While fear can motivate short-term compliance, it creates long-term problems that actually increase risk.
Fear-based approaches discourage reporting. When employees fear punishment for clicking suspicious links, they hide mistakes rather than alerting security teams. This silence transforms small incidents into major breaches because security teams lack early warning signals. The goal should be creating environments where employees feel psychologically safe reporting potential security incidents without fear of repercussion.
Progressive organisations are building what safety researchers call "just culture." This approach distinguishes between honest mistakes (opportunities for learning), risky behaviours (moments for coaching), and genuine negligence (rare cases requiring discipline). The vast majority of security incidents fall into the first category.
The KnowBe4 research provides compelling evidence for this approach. Their data shows that 73% of breaches among current customers occurred before they implemented effective security awareness training. Once organisations adopted comprehensive, non-punitive training programs, customers who had previously experienced breaches were 65% less likely to suffer subsequent breaches. This dramatic reduction demonstrates that positive, educational responses to security mistakes create far better outcomes than disciplinary action.
Psychological safety enables honest reporting. When Australian energy sector employees feel comfortable reporting unusual network activity without fear of blame, threats get detected faster. When New Zealand finance teams can question suspicious payment requests without worrying about slowing down urgent transactions, fraud gets prevented.
The shift from fear to empowerment doesn't weaken security, it strengthens it by creating early warning systems powered by employee vigilance.
Building lasting security culture requires systematic approaches based on behavioural science, not just good intentions. Here's how organisations across Australia and New Zealand are creating sustainable change.
Organisations building security culture don't start from scratch. Both the Australian Cyber Security Centre (ACSC) and New Zealand's National Cyber Security Centre (NCSC) provide extensive resources designed to support cultural transformation.
The ACSC's Essential Eight framework provides a practical foundation for security maturity, while CERT NZ's Cyber Smart Week resources offer accessible guidance for organisations at all levels. These frameworks aren't just technical controls, they represent cultural commitments to specific security practices.
The New Zealand Information Security Manual (NZISM) Critical Controls similarly outline baseline security practices that reflect cultural priorities. When organisations adopt these frameworks, they're not simply implementing technical requirements. They're committing to security practices that require consistent behaviour across all staff levels.
Five Eyes collaboration on human risk management has produced valuable research and guidance that benefits both Australian and New Zealand organisations. This intelligence-sharing partnership recognises that human factors in cybersecurity cross national boundaries. Threat actors use similar social engineering techniques across all Five Eyes nations, making shared research and countermeasures particularly valuable.
Both ACSC and CERT NZ offer free awareness materials, training resources, and incident reporting mechanisms that support culture-building efforts. These resources reduce barriers to entry for organisations just beginning their security culture journey while providing advanced guidance for mature programs.
Traditional security metrics often measure the wrong things. Training completion rates tell you nothing about whether behaviour has changed. Attendance at awareness sessions doesn't predict threat reporting. To understand whether culture is improving, organisations need different measurements.
PwC research found that only 34% of organisations have comprehensive awareness programs with meaningful measurement. This represents both a challenge and an opportunity. Organisations that implement robust measurement gain competitive advantage through visible culture improvement.
Security culture cannot be delegated entirely to IT or security teams. It requires visible, consistent commitment from board members, C-suite executives, and senior management.
Board-level engagement signals priority. When boards receive regular cybersecurity briefings, ask informed questions, and allocate appropriate resources, the entire organisation notices. When the board charter explicitly includes cybersecurity oversight responsibilities, it formalises cultural expectations.
Executive sponsorship makes culture initiatives viable. The designated culture owner needs authority to drive change across departments, secure budget for initiatives, and hold business units accountable for participation. This sponsor must visibly model secure behaviours, using the same tools and following the same processes expected of all staff.
Leading by example creates credibility. When executives visibly use password managers, enable multi-factor authentication, complete security training alongside staff, and follow established protocols, it demonstrates that security applies universally. Microsoft's Digital Defense Report emphasised that visible executive commitment is the single strongest predictor of successful security culture transformation.
The Australian Institute of Company Directors and Institute of Directors New Zealand both provide governance guidance emphasising director responsibility for cybersecurity oversight. This regulatory context reinforces the imperative for leadership engagement beyond mere compliance.
As October ends and November begins, organisations face a choice. They can let security awareness fade until next year's campaign, or they can use this momentum to begin genuine cultural transformation.
October's theme, "Building our cyber safe culture," frames cybersecurity correctly. Not as a monthly campaign. Not as an annual training requirement. As an ongoing cultural commitment that shapes how organisations and individuals approach digital activity every single day.
The statistics are clear. Human behaviour drives the majority of breaches. One-third of employees click phishing simulations before training. But the evidence is equally clear that effective, sustained training creates dramatic improvement. Organisations with comprehensive security awareness programs are 8.3 times less likely to suffer breaches. Training reduces phishing click rates by 86% over 12 months. Customers implementing effective programs see 65% fewer subsequent breaches.
Awareness alone provides minimal protection. But genuine culture, security that becomes embedded in habits, workflows, and organisational values, creates sustainable resilience.
For Australian and New Zealand organisations, the opportunity is significant. Both nations benefit from strong regulatory frameworks, supportive government resources, and growing recognition of cybersecurity's strategic importance. The foundation exists for building security cultures that genuinely protect.
November 1st doesn't mark the end of Cyber Security Awareness Month. It marks the beginning of sustained culture building that will determine whether organisations merely survive or genuinely thrive in an increasingly complex threat landscape.
The breaches of tomorrow won't be prevented by October's awareness campaigns. They'll be prevented by the security cultures we build today and sustain through every month that follows.
Insicon Cyber delivers comprehensive cybersecurity solutions that help businesses across Australia and New Zealand build security cultures that last. Our integrated approach combines strategic advisory with managed services, and ongoing training programs to transform security from compliance burden to competitive advantage. From culture assessment to continuous reinforcement programs, we provide the expertise and support businesses need to make security a natural part of how they work.
#CyberMonth2025 #CyberSmartWeek
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