Cyber Resilience in 2027

From Digital Dependency to Strategic Readiness

Denmark’s high level of digitalisation is a major strength. Businesses, public services and critical infrastructure depend on interconnected systems, global technology providers and complex supply chains that enable us to operate efficiently and innovate. But these connections also create dependencies that can become vulnerabilities when systems are compromised, services are disrupted or geopolitical tensions escalate. Several recent events have made these risks tangible. In September 2026, Denmark’s Centre for Cyber Security and Resilience raised the threat level for destructive cyberattacks from medium to high, following intelligence assessments that Russia was likely to intensify its hybrid warfare against NATO and the West, which made destructive cyberattacks against Denmark a realistic threat.

From Digital Vulnerabilities to Real Consequences

During 2026, we have seen several examples of different types of cyberattacks and security incidents.

Critical vulnerabilities in PHP – a technology used by many websites, webshops and customer portals – prompted Danish authorities to strongly urge all organisations to update affected systems immediately. The incident highlights a familiar challenge: organisations may depend on software embedded in solutions provided by external suppliers, without having a complete overview of where the software is used or how quickly it can be secured.

A cyberattack against FLC, the contractor on the Fehmarnbelt tunnel project, disrupted the company’s IT Systems and affected activities at the construction site. The incident illustrates how cyberattacks targeting operational technology (OT) can have consequences beyond IT, disrupting physical operations and affecting essential projects, services and critical infrastructure.

Unauthorised access to information about approximately 8.8 million people registered in Denmark’s CPR civil registration system highlighted the risks associated with third-party access and inadequate control of access rights – even when access is legitimate in the first place.

A series of cyberattacks targeting the University of Copenhagen, Danish telecom provider 3 Denmark and department store Magasin gave unauthorised parties access to systems containing information such as names, contact details and previous purchases. These incidents highlight the importance of protecting personal data and never taking basic security measures for granted. The attacks reinforce the need for up-to-date software, strong identity and access management, and continuous monitoring of who has access to which information. These are essential elements of good cyber hygiene, helping organisations reduce the risk of security breaches and limit the impact when an attack succeeds.

A cyberattack against Novo Nordisk showed how the consequences of a data breach can extend beyond the initial security incident. Internal information about thousands of healthcare professionals was subsequently leaked. This may have damaged the company’s reputation and affected trust among key stakeholders and business partners.

When Vulnerabilities Become Critical Business Risks

These incidents show how digital vulnerabilities can have direct consequences for physical operations, essential services and the wider supply chain.

Together, these developments illustrated in the examples point to a broader challenge: Cyber risk can enter through geopolitical conflict, vulnerable software, a supplier, a compromised account or a weakness in operational technology. 

The consequences may extend far beyond the organisation initially affected, disrupting business operations, essential services and wider supply chains. Cybersecurity can therefore no longer be viewed solely as a matter of protecting systems, data and networks. It must also be about understanding dependencies, prioritising the risks that matter most and ensuring that essential operations can continue when disruption occurs.

Resilience Depends on People as well as Technology

The challenge is not only technological. Cybersecurity is now the most sought-after IT competency in Denmark. This underlines the growing importance of cybersecurity skills across the economy – and the need for organisations to build the capabilities required to manage risk effectively. It also reinforces the importance of developing a broader talent pool, including encouraging more women to pursue STEM education and careers in cybersecurity.

Looking towards 2027, I expect three areas to be particularly important for Danish organisations: digital sovereignty and third-party dependencies, the changing risks and opportunities associated with AI and quantum technology, and the resilience of critical operations.

1. Digital Sovereignty Is Becoming a Business Risk

The incidents described above illustrate a fundamental challenge: organisations can be exposed through systems, suppliers and services they do not fully control. Digital sovereignty is therefore not simply a question of where data is stored or which country a technology provider comes from. It’s about understanding dependencies and retaining the ability to make informed decisions when circumstances change.

For Danish organisations, this means looking beyond individiual suppliers and assessing how cloud platforms, software, AI services and other external dependencies affect their ability to operate. A supplier may be secure in its own right yet still represent a critical point of failure if an organisation has no viable alternative or cannot maintain essential services when access is disrupted.

In 2027, I expect digital sovereignty to become an even more integral part of enterprise risk management. The objective is not to eliminate international dependencies, but to understand where they matter most, assess the consequences of disruption and establish realistic alternatives and contingency plans where needed.

For leadership teams, the key question is not simply whether a supplier meets security requirements. It’s whether the organisation understands the consequences if that supplier, system or service becomes unavailable – and whether it can continue to deliver what matters most.

2. AI Is Accelerating Change – Risk Management Must Keep Up

AI is changing how organisations work and how cyber threats evolve. It can help businesses innovate, improve decision-making and strengthen security operations. It can also enable attackers to make social engineering more convincing, automate parts of their activities and adapt existing techniques more quickly.

The challenge for organisations is to capture the benefits of AI without losing sight of the risks. As AI becomes embedded in business processes, software development and security operations, leaders need to understand where it’s being used, which data and systems it can access, and who is accountable for how it is governed and monitored. Security must evolve alongside adoption, not be added afterwards.

At the same time, we should avoid assuming that every potential AI-driven threat has already materialised. The impact will develop at different speeds, and effective risk management requires a clear distinction between emerging capabilities and threats that organisations are already facing.

Quantum technology presents a different, longer-term challenge. Advances in quantum computing could eventually undermine some of the cryptographic methods used to protect sensitive information today. Although the timing remains uncertain, identifying where vulnerable cryptography is used and preparing for a transition to post-quantum cryptography can take considerable time.

In 2027, organisations should therefore focus on securing their current use of AI while preparing for the longer-term implications of quantum technology. Both require early attention, clear accountability and decisions based on an understanding of the organisation’s actual exposure.

3. Critical Operations Must Be Able to Resist Disruption

Ultimately, cyber resilience is measured by an organisation’s ability to maintain essential functions when systems are disrupted. This is particularly important where digital systems support physical operations, production, transport, energy, healthcare and other critical services.

As IT and operational technology (OT) become more interconnected, a cyber incident can move beyond the digital environment and affect the processes that keep an organisation running. Recovery may depend not only on restoring systems, but also on the availability of equipment, specialist personnel, external suppliers and the ability to operate safely.

Organisations therefore need a clear understanding of which systems and processes are essential, how they depend on one another, and what would happen if one of them became unavailable. This includes knowing where vulnerabilities and exposures exist, how incidents can be detected and contained, and whether recovery plans will work under real operating conditions.

In 2027, I expect a stronger focus on bringing IT security, OT security, business continuity and risk management closer together. The objective is not to protect every system equally, but to prioritise the assets and processes whose disruption would have the greatest consequences – and to ensure that the organisation can respond and recover when prevention is not enough.

From Managing Threats to Building Resilience

The common thread across these developments is the need to understand what an organisation depends on – and what is at stake if those dependencies fail. Digital sovereignty, AI security and the resilience of critical operations are closely connected. Together, they challenge organisations to look beyond individual threats and consider how cyber risk affects their ability to operate, deliver services and meet their responsibilities.

For leaders, this means translating risk insight into clear priorities, informed investment decisions and practical readiness. It requires continuous attention to vulnerabilities and changing threats, collaboration across business and technology teams, and a realistic understanding of how disruption could affect the entire organisation.

At Orange Cyberdefense Denmark, we believe effective cybersecurity starts with understanding the risks that matter most. Technology is essential, but resilience also depends on sound decisions, clear responsibilities and the ability to act when circumstances change.

No organisation can eliminate every risk or predict every incident. But it can understand its exposure, prepare for disruption and strengthen its ability to recover.

Resilience is not about predicting everything that might go wrong. It is about being prepared for what does.