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For a long time, cybersecurity was thought of as a technical problem. Then as a compliance issue. Today, it has become a governance matter.
Cyber risk is human because it arises in interactions and trade-offs under constraints. It is alive because it evolves with usages, technologies, and organizational models. It is systemic because a local decision can produce global effects.
Stacking tools or broadcasting guidelines is no longer enough. An organization can be equipped and remain fragile. It can be compliant and remain exposed. What makes the difference is not the accumulation of systems, but the quality of decisions made at the critical moment.
Our platform establishes a new logic: steering collective maturity rather than multiplying controls.
The Predictive Cyber Lab, created on the initiative of Thierry Happe, transforms cybersecurity into a matter of governance and collective maturity.
Even with solid infrastructures, **70% of successful attacks** exploit human vulnerabilities: social engineering, cognitive biases, and decisions made under urgency.
We anticipate risks amplified by generative AI, deepfakes, and quantum computing to strengthen the resilience of the value chain (suppliers, partners).
A multidisciplinary community (CIOs, CISOs, psychologists, screenwriters) supported by Campus Cyber, CNRS, and École Polytechnique.
The program begins with the mini-series **"The Attack"**. 12 minutes of fiction to train the detection of weak signals, deployed to 8 major global groups (Airbus, BNP Paribas...).
The awareness program linked to the film relies on an immersive logic: the film is not a classic educational medium, but the entry point into a realistic situation that places participants in front of concrete decisions.
Each sequence features a credible organizational tension—urgency, hierarchical pressure, ambiguity, external exposure—and serves as a basis for a dual effort. On one hand, the assessment observes how participants interpret the situation and guide their choices; on the other hand, the training relies on this lived experience to explain the mechanisms at work and strengthen the ability to decide under constraint.
The film thus becomes a revealer: it measures decisional resilience while creating learning anchored in reality, directly transferable to professional practices.
The path is based on structured progression. It begins with the ability to recognize an unusual signal in an ordinary interaction. It then deepens the understanding of the dynamics at play: manipulation mechanisms, possible propagation, underlying decisional tensions. It concludes with the scenario, where time is limited, information is partial, and hierarchical or operational pressure influences the trade-off.
These dimensions are complementary but distinct. One can detect a signal without understanding its implications. One can understand a mechanism without knowing how to resist pressure. It is the gap between these levels that reveals the true robustness of an organization.
Each session thus becomes a measurement point in a broader trajectory. It is not a one-off exercise. It is a steering instrument.