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RACE Model: Building Cyber Resiliency and Mitigating Network Risks by Going Back to Basics

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1 year ago

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HUAWEI CYBERSECURITY

By H.E. Dr. Mohamad Al Kuwaiti, Head of Cybersecurity, UAE Government, and Dr. Aloysius Cheang, Chief Security Officer, Huawei Middle East & Central Asia

Jim Rohn once famously said, “Without a sense of urgency, desire loses its value.” Resilience is key to surviving in today’s world full of emerging technologies and hot-button buzzwords. It is a race towards all that is good, towards cyber survivability, a race of the utmost urgency and importance. As such, cybersecurity and, in particular, cyber resiliency is more than just having an incident response plan or a computer security policy. It is about ensuring that your entire security posture can withstand a wide range of threats, which includes hybrid, blended attack vectors that can transcend time and space through the interplay of physical, cyber, and virtual planes that take apart traditional brick-and-mortar aspects of any organizations and cross-borders jurisdiction.

Hence, we need to design a more holistic security framework by integrating cyber and physical security measures, hardening critical systems, and creating cross-functional teams and multi-disciplinary teams that will involve team members not only from our own organization but also from other stakeholders in our ecosystem that can address risks from multiple angles. Indeed, designing an auto-adaptable, self-evolving security framework that will evolve alongside the volatile and rapidly evolving threat landscape will be crucial to maintaining cyber resiliency and, therefore, safeguarding the business in the new intelligent era. But, without a doubt, there’s an urgent need to prioritize building cyber resiliency above all other matters.

Leonardo Da Vinci said, “I have been impressed with the urgency of doing. Knowing is not enough. We must apply. Being willing is not enough. We must do.”  To build resilience, having a lofty mission statement with an ambitious plan is definitely not enough; the efforts must be grounded in the practicality of getting our hands dirty and being able to paddle in and out of the mudflats regardless of how much the mud will engulf you.

Figure 1 shows our proposed RACE model as a simple four-part process to look at how organizations can build cyber-resiliency with a feasible and actionable plan to achieve our objective of securing any organization by going back to basics. By going back to basics and doing them well, it will at least address 90% of the problems that most organizations are facing today. The solution needs not to be complex nor flamboyant; it just needs to be practical, and if one can cut through the levels of complexity and zero in on the crux of the problem and put in place basic security controls that are effective and efficient, it will lay the groundwork for success.

Borrowing the analogy of racing, would you be driving a race car that has a manual gearbox for full control and is tuned for the race track, or would you just take any car straight from the garage untuned for the conditions of the race track and relying on the car’s automatic gearbox to take care of the driving? Thus, it is clear that returning to basics and tuning your security measures for accuracy and precision is a much better bet than pouring huge investments into advanced systems and mechanics, building layers and layers of security indiscriminately.

Being accurate and precise will enable us to build quantifiability into our cybersecurity program. Accuracy and precision are both ways to measure results. Accuracy measures how close results are to the true or known value, while precision, on the other hand, measures how close results are to one another or, in other words, how well our defenses are designed and executed. This is our motivation behind the development of the RACE model. The subsequent paragraph will describe each key component of the model in greater detail.

Figure 1: The RACE model, a simple 4-part plan for building cyber resilience

Firstly, resiliency in modern cybersecurity speaks to the capability to provide value for the customer. In simplistic terms, it is to provide robustness and survivability of the organization’s cyber footprint in the face of adversaries and threats, meet compliance needs for business governance while excelling and providing a competitive advantage, using whatever security capabilities are based on established best practices, processes, and frameworks that achieve repeatable results. Figure 2 below summarizes what it takes to build cyber resilience and the value it brings to the table, taking into consideration the interplay between being compliance and building capabilities to support the resiliency of the entire information infrastructure that supports the business of an organization.

Figure 2: Building trust, enhancing cyber resilience, and mitigating risks in action

Next, awareness refers not only to imbuing a culture of cybersecurity among all the staff in an organization to the extent that basic cyber hygiene can be practiced but also to targeting the team focusing on delivery and maintaining ICT and security services within the organization so that they pay attention to cementing their core competencies and fundamentals. Hereby, it is recommended that harnessing risks and hedging your bet against the barrage of threats based on a risk-based approach is the best way, given that resources on hand are always scarce, limited, and, to some extent, expensive. Given that is the case, we have identified five basic core fundamentals that every cybersecurity team in any organization needs to build up on their basics (and manage them well) based on common cybersecurity issues faced, as depicted in Figure 3. While it may seem simple, the devil is always in the details to ensure a job is done well.

Figure 3: Managing five common risks (end-to-end) comprehensively as a basis for building cyber resilience

One man, organization, or country cannot resolve cybersecurity issues alone. It takes an entire village to address cybersecurity issues as they affect everyone if anything goes awry. Cybersecurity is a team sport, and all the stakeholders within the ecosystem must contribute towards addressing the elephant in the room, as shown in Figure 4. We always find strength in numbers because “united we stand, divided we fall.” We see the Blackhat community is doing that exactly, and that is why they are always a step ahead of the good guys every time, thereby summarizing the urgency to Collaborate as a key differentiating measure.

 Figure 4: Cybersecurity is a team sport. So, who is on the team?

Last but not least, we need to bring everything together to build or Engineer the process, putting the cogwheels into their rightful places to drive the engine forward. We have identified five key fundamental security measures that, if done diligently, will be key to building an end-to-end resilient system and reducing network risks. 

As shown in Figure 3, the five key fundamental security measures are 1) software integrity protection, 2) security configuration, 3) digital certification management, 4) vulnerability remediation, and 5) product lifecycle management. Take “Security configuration” as an example. To engineer and address the risk brought about by system misconfiguration, we need to break it down into its elements or identify its Work Breakdown Structure or WBS, which is a key step for planning project tasks and allocating resources.

Figure 5: Security Configuration Example: Optimize the Security Configuration Baseline based on Service Scenarios

Figure 5 summarizes typical work done to break down “security configuration” into its WBS. While this figure does not depict the complete picture, it does show a deep dive into each piece of work. One should keep working on breaking it down until the project scope and all the tasks required to complete the project can be visualized in one snapshot.

In conclusion, we have distilled the entire RACE model in detail in this paper. Achieving RACE is key to building resiliency for any organization. The important thing to note is to keep it simple and go back to basics. Build an auto-evolving, adaptable security framework based on the strategy that is designed to shape-shift alongside emerging blended, hybrid threats by leveraging on actionable intelligence, building resilience, and fostering collaboration so that individuals, organizations, and nations. Establishing public-private partnerships (PPP) with governmental entities and authorities enables public sector players, such as the UAE Cyber Security Council, to act as the fulcrum for coordinating and pooling resources and intelligence. This will enable our modern society to defend against today’s threat and safeguard one’s digital journey by addressing the challenges of tomorrow’s Age of Intelligence.

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SHURE ANNOUNCES MICROFLEX® ADVANCE™ MXA320 TABLE ARRAY MICROPHONE

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4 hours ago

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February 16, 2026

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WHAT:

As part of the innovations that were on display at this year’s ISE, Shure debuted the new Microflex Advance MXA320 Table Array Microphone, in line with its enterprise collaboration portfolio expansion strategy. Featuring the same familiar industrial design as the popular MXA310 that it supersedes, it is designed to be ideal for IT and AV professionals seeking an easy to deploy, low-profile and scalable table solution. Packed with technological innovation, this next evolution of Shure’s table array microphone platform offers a reliable networked audio device with minimal out-of-the-box setup for all types of conferencing spaces.

The new MXA320 provides an improved audio experience for the end user thanks to enhanced Steerable Coverage™ Technology, ensuring clear audio capture during team meetings. Certified for Microsoft Teams and Zoom, it features onboard IntelliMix® processing, streamlined configuration through Designer software, ShureCloud compatibility, and an integrated mute button function all housed in a compact, low-profile design.

“In dynamic markets like the Middle East and Africa, the new Microflex Advance MXA320 delivers outstanding clarity and consistency that unlocks more inclusive and effective collaboration, reinforcing audio as the foundation of modern enterprise communication,” noted Yassine Mannai, associate director sales and marketing, Shure MEA.

WHEN:

The new Microflex Advance MXA320 Table Array Microphone will be available in Spring 2026 through Shure official channel partners, including the Middle East and Africa regions

WHERE:

Shure’s Microflex Advance MXA320 Table Array Microphone was showcased for the first time at ISE 2026, February 3rd – 6th in Barcelona. Booth #3M300. For more information, contact your Shure sales representative.

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POLYNOME AI ACADEMY AND ABU DHABI SCHOOL OF MANAGEMENT EXPAND CAIO PROGRAM, TAP GLOBAL TECH LEADERS

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3 days ago

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February 13, 2026

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Polynome AI Academy and ADSM have unveiled the expanded global list of instructors for the second cohort of their Executive Program for Chief AI Officer (CAIO), featuring leaders from NVIDIA, Mubadala, BCG, G42, AI71, and leading research institutions.

The intensive program, running April 10–21, in Abu Dhabi, was created in response to a growing need among governments and large enterprises for structured AI leadership. It aims to equip Chief AI Officers and senior executives with the governance frameworks, operating models, and decision-making structures required to lead AI at both organizational and national scale. 

“The first cohort confirmed what we’ve long believed: the CAIO role requires a dedicated program built for the realities of leading AI at scale,” said Alexander Khanin, Founder of Polynome Group. “Executives came to Abu Dhabi and left with actionable strategies they are already putting into practice. The tools are ready, and by 2027, AI is expected to guide half of all business decisions. The focus now is on equipping organizations with the framework to confidently execute AI-driven decisions. Cohort 2 builds on this momentum with a refined curriculum and fresh global perspectives.”

“The first cohort demonstrated the demand we anticipated; top executives across the region recognize that AI strategy cannot simply be delegated,” commented Dr. Tayeb Kamali, Chairman of Abu Dhabi School of Management. “The program continues to evolve, providing an immersive experience that equips leaders with the skills and insights to navigate AI adoption successfully and translate technological potential into real business impact.”

Inaugural Cohort: Impact & Insights

The first Executive Program for Chief AI Officer, held in November 2025 at Abu Dhabi School of Management, enrolled 35 C-suite executives and senior technology leaders. Participants completed 10 modules covering AI strategy, sovereign AI infrastructure, governance frameworks, agentic systems, Arabic NLP, AI investment strategy, and enterprise deployment methodology — combined with site visits to the UAE Cybersecurity Council, Core42’s Khazna Data Centers, and ADNOC, as well as executive roundtables with policymakers.

“The Executive Chief AI Program is unlike any course I’ve attended,” said Dr. Noura AlDhaheri, Chairman, DNA Investments. “It brings us directly to the AI creators, experts, and leaders, giving insight into the real challenges and the evolving landscape of AI. One of the most important lessons is that this field is constantly changing, so we must continually reinforce our knowledge and update our teams. AI is set to transform the way we do business; it’s a truly historic moment, and staying ahead is essential.” 

The Global AI Experts Driving Cohort 02

The confirmed instructors list for Cohort 02 brings together leading voices from across the global AI ecosystem, spanning sovereign investment, national-scale AI architecture, enterprise strategy, and frontier research. Among confirmed instructors are Dr. George Tilesch, Founder & President of PHI Institute for Augmented Intelligence; Dr. Andrew Jackson, Group Chief AI Officer at G42; Prof. Merouane Debbah, Professor & 6G Lab Director at Khalifa University; Prof. Nizar Habash, Professor at New York University Abu Dhabi; Dr. John Ashley, Chief Architect at AI Nations and Director of NVIDIA AI Technology Centers; Charbel Aoun, Smart City & Spaces Director – EMEA at NVIDIA; Jean-Christophe Bernardini, Partner & Managing Director at Boston Consulting Group (BCG); Faris Al Mazrui, Head of Technology at Mubadala Investment Company; Chiara Marcati, Chief AI Advisory and Business Officer at AI71; Jorge Colotto, Founder and CEO of AIdeology.ai. Additional instructors will be announced in the coming weeks; and Marco Tempest, Director of Innovation Hub at ETH Zürich.

Program Structure

The Executive Program for Chief AI Officer is a 10-day intensive comprising 10 modules, executive seminars, case labs, operating model workshops, site visits to UAE AI institutions, including Core42’s Khazna data center, policymaker roundtables, and lifetime access to the CAIO alumni network. The program is designed for CAIOs, CTOs, CIOs, CISOs, public sector advisors, and senior digital transformation executives.

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NEMETSCHEK AND PRINCE SULTAN UNIVERSITY PARTNER TO EMPOWER THE NEXT GENERATION OF DIGITAL AEC TALENT IN SAUDI ARABIA

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3 days ago

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February 13, 2026

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Two individuals shaking hands across a table during a formal signing event, with the Saudi Arabian flag on the left, the Prince Sultan University flag on the right, and the university’s emblem displayed on the wall behind them.

Strategic partnership aligns with the goals of Saudi Vision 2030 to advance skills development, innovation and entrepreneurship across the AEC and Media & Entertainment sectors Nemetschek Arabia, part of the Nemetschek Group, one of the world’s leading software providers for the Architecture, Engineering, Construction and Operations (AEC/O) industry, has entered into a strategic partnership with Prince Sultan University (PSU), one of Saudi Arabia’s leading private higher education institutions, to support the development of future-ready talent and accelerate innovation across the Kingdom.

The partnership reflects a shared commitment to advancing education, technology innovation, entrepreneurship and workforce development across the Architecture, Engineering, Construction, as well as Media and Entertainment sectors. Through this collaboration, Nemetschek Group and PSU will explore joint initiatives designed to strengthen skills development, expand academic-industry engagement and prepare students for the evolving demands of a digitally enabled economy.

Both parties will work together to implement programming that supports skills development, entrepreneurship and technology adoption, including the potential establishment of a joint accelerator program. The collaboration will also focus on creating opportunities for workshops, capacity-building initiatives, applied learning programs and joint outreach activities, while increasing awareness of each institution’s academic offerings and international programs.

A key pillar of the partnership is the integration of Nemetschek Group’s Global Academic Program, which empowers the next generation of AEC/O leaders by providing students with access to the same cutting-edge digital tools used by industry professionals. The program is designed to bridge the gap between the classroom and the field, fostering entrepreneurial thinking, scientific rigor and a strong sense of societal responsibility. It ensures that graduates entering the workforce are equipped to make an immediate and meaningful impact.

Yves Padrines, Chief Executive Officer of the Nemetschek Group, noted that empowering the next generation of talent is central to Nemetschek’s long-term vision and to the future of the built environment. “Saudi Arabia’s Vision 2030 places people, knowledge and innovation at the heart of national transformation, and this partnership with Prince Sultan University reflects our commitment to contributing to that ambition. By working closely with leading academic institutions, we are helping to develop the digital skills, entrepreneurial mindset and technical excellence required to shape a more sustainable and resilient future.”

Muayad Simbawa, Managing Director of Nemetschek Arabia, added: “This partnership represents an important step in strengthening the connection between academia and industry in the Kingdom. By bringing Nemetschek’s global expertise and academic programs to Prince Sultan University, we are supporting students with practical, industry-relevant skills while nurturing innovation and leadership. It is through partnerships like this that we can help build a highly skilled, future-ready workforce aligned with Saudi Arabia’s Vision 2030.”

Speaking on the impact of the partnership on student and their future careers, Dr. Abdulhakim Almajid, Dean of the College of Engineering at Prince Sultan University, explained: “Prince Sultan University is dedicated to providing our students with a world-class education that meets the highest international standards. Partnering with the Nemetschek Group allows us to further enhance our curriculum with industry-leading technology, as well as expose our students to real-world industry practices. This collaboration will provide our students with a competitive edge, fostering innovation and preparing them to contribute significantly to the Kingdom’s flourishing engineering and media sectors.”

The partnership underscores Nemetschek Group’s continued investment in talent development across the Middle East and its commitment to supporting national priorities through education, innovation and long-term ecosystem building.

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