Ahead of the TechEx North America event on June 4-5, we’ve been lucky enough to speak to Kieran Norton, Deloitte’s US Cyber AI & Automation leader, who will be one of the speakers at the conference on June 4th. Kieran’s 25+ years in the sector mean that as well as speaking authoritatively on all matters cybersecurity, his most recent roles include advising Deloitte clients on many issues around cybersecurity when using AI in business applications.The majority of organisations have in place at least the bare minimum of cybersecurity, and thankfully, in most cases, operate a decently comprehensive raft of cybersecurity measures that cover off communications, data storage, and perimeter defences.However, in the last couple of years, AI has changed the picture, both in terms of how companies can leverage the technology internally, and in how AI is used in cybersecurity – in advanced detection, and in the new ways the tech is used by bad actors.As a Considered a relatively new area, AI, smart automation, data governance and security all inhabit a niche at present. But given the growing presence of AI in the enterprise, those niches are set to become mainstream issues: problems, solutions, and advice that will need to be observed in every organisation, sooner rather than later.Governance and riskIntegrating AI into business processes isn’t solely about the technology and methods for its deployment. Internal processes will need to change to make best use of AI, and to better protect the business that’s using AI daily. Kieran draws a parallel to earlier changes made necessary by new technologies: “I would correlatewith cloud adoption where it was a fairly significant shift. People understood the advantages of it and were moving in that direction, although sometimes it took them more time than others to get there.”Those changes mean casting the net wide, to encompass the update of governance frameworks, establishing secure architectures, even leveraging a new generation of specialists to ensure AI and the data associated with it are used safely and responsibly. Companies actively using AI have to detect and correct bias, test for hallucinations, impose guardrails, manage where, and by whom AI is used, and more. As Kieran puts it: “You probably weren’t doing a lot of testing for hallucination, bias, toxicity, data poisoning, model vulnerabilities, etc. That now has to be part of your process.”These are big subjects, and for the fuller picture, we advocate that readers attend the two talks at TechEx North America that Kieran’s to give. He’ll be exploring both sides of the AI coin – issues around AI deployment for the business, and the methods that companies can implement to deter and detect the new breed of AI-powered malware and attack vectors.The right use-casesKieran advocates that companies start with smaller, lower-risk AI implementations. While some of the first sightings of AI ‘in the wild’ have been chatbots, he was quick to differentiate between a chatbot that can intelligently answer questions from customers, and agents, which can take action by means of triggering interactions with the apps and services the business operates. “So there’s a delineationchatbots have been one of the primary starting placesAs we get into agents and agentic, that changes the picture. It also changes the complexity and risk profile.”Customer-facing agentic AI instances are indubitably higher risk, as a misstep can have  significant effects on a brand. “That’s a higher risk scenario. Particularly if the agent is executing financial transactions or making determinations based on healthcare coveragethat’s not the first use case you want to try.”“If you plug 5, 6, 10, 50, a hundred agents together, you’re getting into a network of agencythe interactions become quite complex and present different issues,” he said.In some ways, the issues around automation and system-to-system interfaces have been around for close on a decade. Data silos and RPAchallenges are the hurdles enterprises have been trying to jump for several years. “You still have to know where your data is, know what data you have, have access to itThe fundamentals are still true.”In the AI era, fundamental questions about infrastructure, data visibility, security, and sovereignty are arguably more relevant. Any discussions about AI tend to circle around the same issues, which throws into relief Kieran’s statements that a conversation about AI in the enterprise has to be wide-reaching and concern many of the operational and infrastructural underpinnings of the enterprise.Kieran therefore emphasises the importance of practicality, and a grounded assessment of need and ability as needing careful examination before AI can gain a foothold. “If you understand the use caseyou should have a pretty good idea of the ROIand therefore whether or not it’s worth the pain and suffering to go through building it.”At Deloitte, AI is being put to use where there is a clear use case with a measurable return: in the initial triage-ing of SOC tickets. Here the AI acts as a Level I incident analysis engine. “We know how many tickets get generated a dayif we can take 60 to 80% of the time out of the triage process, then that has a significant impact.” Given the technology’s nascence, demarcating a specific area of operations where AI can be used acts as both prototype and proof of effectiveness. The AI is not customer-facing, and there are highly-qualified experts in their fields who can check and oversee the AI’s deliberations.ConclusionKieran’s message for business professionals investigating AI uses for their organisations was not to build an AI risk assessment and management programme from scratch. Instead, companies should evolve existing systems, have a clear understanding of each use-case, and avoid the trap of building for theoretical value.“You shouldn’t create another programme just for AI security on top of what you’re already doingyou should be modernising your programme to address the nuances associated with AI workloads.” Success in AI starts with clear, realistic goals built on solid foundations.You can read more about TechEx North America here and sign up to attend. Visit the Deloitte team at booth #153 and drop in on its sessions on June 4: ‘Securing the AI Stack’ on the AI & Big Data stage from 9:20am-9:50am, and ‘Leveraging AI in Cybersecurity for business transformation’ on the Cybersecurity stage, 10:20am – 10:50am.Learn more about Deloitte’s solutions and service offerings for AI in business and cybersecurity or email the team at uscyberai@deloitte.com. #modern #roi #imperative #deployment #security

Long-time Slashdot reader SchroedingersCat shares this article from Deadline: Prime Video will not be renewing The Wheel of Time for a fourth season according to Deadline article. The decision, which comes more than a month after the Season 3 finale was released April 17, followed lengthy deliberations. As often is the case in the current economic environment, the reasons were financial as the series is liked creatively by the streamer's executives... The Season 3 overall performance was not strong enough compared to the show's cost for Prime Video to commit to another season and the streamer could not make it work after examining different scenarios and following discussions with lead studio Sony TV, sources said. With the cancellation possibility — and the show's passionate fanbase — in mind, the Season 3 finale was designed to offer some closure. Still, the news would be a gut punch for fans who have been praising the latest season as the series' best yet creatively... Prime Video and Sony TV will continue to back the Emmy campaign for The Wheel of Time's third season. of this story at Slashdot. #amazon #cancels #039wheel #time039 #prime

Scene at UKREiiF 2025 outside the Canary bar UKREiiF is getting bigger by the year, with more than 16,000 professionals attending the 2025 construction conference in Leeds this week during three days of sunny weather, networking, panel discussions and robust amounts of booze. It has grown so big over the past few years that it seems almost to have outgrown the city of Leeds itself. A running joke among attendees was the varying quality of accommodation people had managed to secure. All of the budget hotels in the city were fully booked months in advance of the conference, with many - including at least one member of Parliament - reduced to kipping in bed and breakfasts of a questionable nature. Many were forced to stay in nearby towns including York, Wakefield and Bradford and catch the train to the conference each morning. But these snags served as ice breakers for more important conversations at an event which has come at a key pivot point for the industry. With the government on the brink of launching its 10-year industrial strategy and its new towns programme, opportunity was in the air. Networking events between government departments and potential suppliers of all sectors were well attended, although many discussion panels focused on the question of how all of this work would be paid for. And hanging over the conference like a storm cloud were the mounting issues at the Building Safety Regulator which are continuing to cause expensive delays to high rise schemes across the country. While many attendees eyed a huge amount of potential work to fill up pipelines, it was clear the industry is still facing some systemic challenges which could threaten a much-needed recovery following a long period of turmoil. How will the issues at the Building Safety Regulator be fixed? You did not even have to go inside an event titled “Gateways and Growing Pains: Tackling the Building Safety Act” to see how much this issue is affecting construction at the moment. The packed out tent was overflowing into the space outside, with those inside stood like sardines to watch a panel discussion about what has been happening in the high rise residential sector over the past year.  Audience members shared their horror stories of schemes which have been waiting for the best part of a year to get gateway 2 approval from the regulator, which is needed to start construction. There was a palpable sense of anger in the crowd, one professional describing the hold-ups which had affected his scheme as a “disgrace”. Others highlighted the apparent inconsistency of the regulator’s work. One attendee told how two identical buildings had been submitted to the regulator in separate gateway 2 applications and assigned to two separate technical teams for approval. One application had received no follow up questions, while the other had been extensively interrogated. “The industry should hold its head in shame with regard to what happened at Grenfell, but post that, it’s just complete disarray,” he said. More than 16,000 professionals attended the 2025 event While many are currently focusing on delays at pre-construction, others raised the looming gateway 3 approvals which are needed before occupation. Pareto Projects director Kuli Bajwa said: “Gateway 2 is an issue, but when we get to gateway 3, we’re committed to this project, money’s been spent, debt’s been taken out and week on week it’s costing money. It just keeps wracking up, so we need to resolve that with the regulator asap.” >> See also: Homes England boss calls on government to fix ‘unacceptably slow’ gateway 2 approvals Caddick Construction managing director for Yorkshire and the North East Steve Ford added: “I think where it will probably get interesting and quite heated I guess is at the point where some of these schemes get rejected at gateway 3, and the finger pointing starts as to why it’s not got through gateway 3.” Simon Latson, head of living for the UK and Ireland at JLL, offered a potential solution. “We will be dealing with the regulator all the way through the construction process, and you would like to think that there is a collaborative process where you get early engagement and you can say ‘I’m 12 weeks out from completion, I’m going to start sending you all of my completion documents, my fire alarm certificate’, and say ‘thanks very much that’s the last thing on my list’. That’s probably wishful thinking but that’s got to be a practical solution, as early engagement as possible.” How is the government going to pay for its infrastructure strategy? Ministers are expected to outline the government’s ten-year infrastructure strategy next month, outlining ambitions not only for transport but social infrastructure including schools and healthcare. At an event titled “A Decade of National Renewal: What Will This Mean for our Regions, Towns and Cities?”, a panel of experts including London deputy mayor Jules Pipe highlighted how much of this new infrastructure is needed to enable the government to achieve its housing targets. But how will it be funded? Tom Wagner, cofounder of investment firm Knighthead Capital, which operates largely in the West Midlands with assets including Birmingham City FC, gave a frank assessment of the government’s policies on attracting private sector investment. “There have been a lot of policies in the UK that have forced capital allocators to go elsewhere,” he said, calling for lower taxes and less restrictions on private finance in order to stop investors fleeing to more amenable destinations overseas.  “What we’ve found in the UK is, as we’re seeking to tax those who can most afford it, that’s fine, but unless they’re chained here, they’ll just go somewhere else. That creates a bad dynamic because those people are the capital providers, and right now what we need is capital infusion to foster growth.” The main square at the centre of the conference Pipe offered a counterpoint, suggesting low taxes were not the only reason which determines where wealthy people live and highlighted the appeal of cities which had been made livable by good infrastructure. “There are people living in some very expensive cities but they live there because of the cosmopolitan culture and the parks and the general vibe, and that’s what we have to get right. And the key thing that leads to that is good transport, making it livable.” Pipe also criticised the penny-pinching tendencies of past governments on infrastructure investment, including on major transports schemes like Crossrail 2 which were mothballed due to a lack of funds and a perceived lack of value added. “All these things were fought in the trenches with the Treasury about ‘oh well there’s no cost benefit to this’. And where is the major transport like that where after ten years people are saying ‘no one’s using it, that was a really bad idea, it’s never opened up any new businesses or new homes’? It’s absolute nonsense. But that seems to be how we judge it,” he said. One solution could be funding through business rates, an approach used on the Northern Line Extension to Battersea Power Station. But the benefits of this have been largely overlooked, Pipe said. “One scheme every ten or twenty years is not good enough. We need to do this more frequently”. What is the latest on the government’s new towns programme? Where are the new towns going to be built? It was a question which everybody was asking during the conference, with rumours circulating around potential sites in Cambridge of Plymouth. The government is set to reveal the first 12 locations of 10,000 homes each in July, an announcement which will inevitably unleash an onslaught of NIMBY outcries from affected communities. A large crowd gathered for an “exclusive update” on the programme from Michael Lyons, chair of the New Towns Taskforce appointed by the government to recommend suitable sites, with many in attendance hoping for a big reveal on the first sites. They were disappointed, but Lyons did provide some interesting insights into the taskforce’s work. Despite a “rather hairbrained” timescale given to the team, which was only established last September, Lyons said it was at a “very advanced stage” in its deliberations after spending the past few months touring the country speaking to developers, landowners and residents in search of potential sites. >> See also: Don’t scrimp on quality standards for new towns, taskforce chair tells housebuilders “We stand at a crucial moment in the history of home building in this country,” he said. The government’s commitment to so many large-scale developments could herald a return to ambitious spatial planning, he said, with communities strategically located close to the most practical locations for the supply of new infrastructure needed for people to move in. A line of tents at the docks site, including the London Pavilion “Infrastructure constraints, whether it’s water or power, sewage or transport, must no longer be allowed to hold back growth, and we’ve been shocked as we looked around the country at the extent to which plans ready to be advanced are held back by those infrastructure problems,” he said. The first sites will be in places where much of this infrastructure is already in place, he said, allowing work to start immediately.  An emphasis on “identity and legibility” is also part of the criteria for the initial locations, with the government’s design and construction partners to be required to put placemaking at the heart of their schemes. “ We need to be confident that these can be distinctive places, and that the title of new town, whether it’s an urban extension or whether it’s even a reshaping of an existing urban area or a genuine greenfield site, that it genuinely can be seen and will be seen by its residents as a distinct community.” How do you manage a working public-private partnership? Successful public partnerships between the public sector and private housebuilders will be essential for the government to achieve its target to build 1.5 million homes by the end of this parliament in 2029. At an event hosted by Muse, a panel discussed where past partnerships have gone wrong and what lessons have been learned. Mark Bradbury, Thurrock council’s chief officer for strategic growth partnerships and special projects, spoke of the series of events which led to L&Q pulling out of the 2,800-home Purfleet-on-Thames scheme in Essex and its replacement by housing association Swan. “I think it was partly the complex nature of the procurement process that led to market conditions being quite different at the end of the process to the start,” he said. “Some of the original partners pulled out halfway through because their business model changed. I think the early conversations at Purfleet on Thames around the masterplan devised by Will Alsop, the potential for L&Q to be one of the partners, the potential for a development manager, the potential for some overseas investment, ended up with L&Q deciding it wasn’t for their business model going forwards. The money from the far east never materialised, so we ended up with somebody who didn’t have the track record, and there was nobody who had working capital.  “By then it was clear that the former partnership wasn’t right, so trying to persuade someone to join a partnership which wasn’t working was really difficult. So you’ve got to be really clear at the outset that this is a partnership which is going to work, you know where the working capital is coming from, and everybody’s got a track record.” Muse development director for residential Duncan Cumberland outlined a three-part “accelerated procurement process” which the developer has been looking at in order to avoid some of the setbacks which can hit large public private partnerships on housing schemes. The first part is developing a masterplan vision which has the support of community stakeholders, the second is outlining a “realistic and honest” business plan which accommodates viability challenges, and the third is working closely with public sector officials on a strong business case. A good partnership is almost like being in a marriage, Avison Young’s London co-managing director Kat Hanna added. “It’s hard to just walk away. We’re in it now, so we need to make it work, and perhaps being in a partnership can often be more revealing in tough times.” #key #talking #points #ukreiif