Production security is in transformation. In 2026, organisations that can combine regulatory requirements, technology, and leadership will not only protect their production from disruptions and cyber threats but also secure their delivery capability and competitiveness in the future.
Production security is rapidly evolving from a standalone technical discipline into a critical business continuity issue. As regulation tightens in the form of NIS2 and CRA, production is facing increasingly sophisticated cyber threats. Yet in many organisations, structures, responsibilities, and operating models are not keeping pace.
The result is familiar, as security easily becomes a compliance exercise without real impact on production risk management. And right now, that is no longer affordable.
Security is above all a leadership and cultural issue.
The key question for today’s industrial leaders is how do we ensure that production remains secure and reliable as systems grow more complex and the operating environment continuously changes? In the worst case, a single successful attack can halt production and cause reputational damage that ultimately drives customers to competitors.
Production security is not merely a technical issue, but a strategic leadership responsibility. It requires clear ownership, management commitment, and operating models that embed security into everyday decision-making and production operations.
3 trends reshaping production security in 2026
Production environments no longer operate in isolation. They consist of software, interconnected systems, cloud services, and industrial control systems operating as part of a broader digital ecosystem.
In particular, the following three developments make leading production security an urgent priority right now.
1. IT/OT convergence turns production into a direct target
Production equipment, remote connections, cloud services, and analytics now form one digital whole. The traditional notion of a “separate production network” no longer applies.
The attack surface has not grown linearly, but it has multiplied. If the leadership model is still based on the old IT–OT divide, the security architecture will not reflect the true risk landscape.
2. New regulation requires action now
NIS2 and CRA are rapidly raising the level of requirements. The requirements are no longer about voluntary development initiatives, but about a legislative obligation to ensure the security and continuity of critical operations.
Leadership must be able to demonstrate:
- What are our most critical production risks?
- How quickly do we detect anomalies?
- How quickly can we return to normal operations?
3. Legacy and modern systems coexist
Few organisations operate in a fully modern environment. The reality is hybrid, as legacy systems and new digital products operate side by side.
This combination makes production security both challenging and critical.
Secure business requires led cultural change
Cyberattacks no longer target only information systems or customer data. Increasingly, production itself is the target. Poorly managed security quickly manifests as
- operational disruptions
- liability risks and increased costs
- loss of trust
- brand damage
And increasingly, security is also a purchasing criterion for customers.
By 2026, risk management and division of responsibilities are still unclear in many organisations. Without a shared understanding of what secure production truly means, security will not scale alongside business growth.
A leader’s most important task is to strike the right balance by not getting lost in excessive detail but not remaining too distant from the overall picture. Ultimately, the most important reminder is simple: “looking secure” is not the same as “being secure.”
How can you ensure production security?
Improving production security does not require a complete organisational change, but it does require a shift in thinking. The key is to move from isolated actions toward a shared, business-aligned operating model where security is embedded in daily operations.
Clarify responsibilities and interfaces
Enterprise architecture, cybersecurity, and production often operate in separate silos. Responsibilities and interfaces must be made visible and explicit.
Build a shared risk view
A common language is needed to identify what does production risk mean from the perspectives of the product, the business, and security?
Prepare for disruptions in advance
Perfect protection does not exist. Therefore, it is essential to ensure that anomalies are detected quickly and addressed in a controlled manner.
Practiced operating models, clear crisis leadership, and tested recovery plans determine whether a disruption remains minor or escalates into a business-impacting event.
Create an executive cybersecurity playbook
Not a heavy governance framework, but a practical operating model that guides everyday decision-making. The playbook defines who makes decisions, how risks are prioritized, and how production continuity is ensured during disruptions.
Focus on real risk reduction
Meeting requirements alone does not mean production is genuinely secure. The priority is to identify the most critical production risks and implement concrete actions that reduce the likelihood and impact of downtime.
Security is an investment in delivery capability
Production security is not a separate cybersecurity initiative, but an essential part of strategic leadership, risk management, and competitiveness.
Organisations that combine regulatory requirements, technology, and a clear leadership model do more than protect their production. They build trust, strengthen customer relationships, and ensure delivery capability in the face of disruptions.
Let’s secure your company’s production and continuity beyond tomorrow
