Why Cybercrime Will Define Corporate Kenya Survival in 2026

By David Muiruri As Kenyan businesses close the books on 2025 and look ahead to 2026, cybercrime is the one risk that stands apart in both scale and consequence. Cyber-attack risk is no longer a technical issue confined to IT departments, nor a distant threat affecting only global multinationals. It has become a core business risk, capable of eroding trust, triggering regulatory penalties, disrupting operations, and in extreme cases, threatening corporate survival. The past year has been instructive, with cybercriminals across financial services, manufacturing, and the public sector shifting decisively toward targeted attacks. Social engineering which is manipulating human behaviour rather than exploiting technical flaws, has emerged as the most common point of entry. At the same time, attackers are increasingly using artificial intelligence to automate phishing, credential theft, and data exfiltration, dramatically reducing the time between infiltration and impact. The result is that organizations often discover breaches only after damage has already been done. Kenya’s own data tells a sobering story. According to the Communications Authority, cyberattacks targeting internet users more than doubled in the year ended June 2025, rising to 7.96 billion incidents from 3.52 billion the previous year. System attacks accounted for 97 per cent of these threats, underscoring how deeply embedded cyber risk has become in core business infrastructure. These are not abstract numbers, they translate into real financial loss, regulatory exposure, and reputational harm. Recent high-profile cases have further highlighted the stakes. In August, Cooperative Bank, Family Bank, and Kenya Women Finance Trust were jointly ordered to compensate a borrower Sh650,000 for privacy breaches. Earlier, a major retail chain disclosed a cyber intrusion that potentially compromised customer data, accompanied by threats from criminal groups to publish stolen information. These incidents demonstrate a new reality, that cyber incidents are increasingly public, legally consequential, and reputationally damaging. Regulators are also sharpening their focus, with the Office of the Data Protection Commissioner imposing fines on several organizations for failing to safeguard personal data. As enforcement of data protection laws matures, penalties and litigation costs are likely to rise. For boards and executives, this means cyber risk is no longer just about preventing downtime, but about managing legal liability and maintaining the social license to operate. The financial impact is already evident in the banking sector, where the Central Bank of Kenya (CBK) data shows fraudsters cost banks Sh1.59 billion in 2024, with reported cases more than doubling. Mobile banking was the hardest hit, accounting for over half of the losses and recording a 344 per cent year-on-year increase. Card fraud, computer fraud, and identity theft all surged dramatically. These trends reflect both the growing sophistication of attackers and the expanding digital footprint of financial services. Globally, the picture is similar. The latest Cyber Security Resilience Outlook from Allianz Commercial notes that while large organizations are improving their preparedness and response capabilities, new vulnerabilities are emerging. Greater reliance on digital supply chains, expanding privacy regulation, and increasingly sophisticated social engineering attacks are broadening the scope of potential losses for companies of all sizes. Resilience is improving, but the risk surface is expanding just as fast. What does this mean for corporate leaders preparing for 2026? First, cyber readiness must shift from perimeter defense to organization-wide intelligence and resilience. Firewalls and antivirus software are necessary, but they are no longer sufficient. Human behaviour, third-party relationships, data governance, and incident response capability now define an organization’s true level of preparedness. Secondly, cyber risk must be addressed at board level as a strategic priority. This includes clear governance structures, regular risk assessments, and continuous staff training. Employees remain the most targeted vulnerability, and ongoing awareness programmes are one of the most effective defenses against social engineering attacks. Thirdly, businesses must recognize that even the best defenses cannot guarantee immunity and this is where cyber insurance becomes a critical component of enterprise resilience. With data breach penalties rising and litigation becoming more common, firms need both first-party cover—to manage direct financial losses and business interruption—and third-party cover to protect against claims from customers, partners, and other affected parties. Cyber insurance does not replace good security practices, rather it complements them by ensuring financial continuity when incidents occur. Minet Kenya continues advocating for an integrated approach to cyber resilience, one that brings together governance, technology, people, and risk transfer. Cybercrime is not a future risk, but a present and accelerating one. As such, the organizations that will thrive in 2026 are those that treat cyber resilience as a foundation of corporate survival, not an optional add-on. As we reflect on the lessons of 2025, it suffices to note that cybercrime will define the competitive landscape ahead. Those who prepare with clarity, discipline, and foresight will not only survive, they will earn the trust that underpins sustainable growth in an increasingly digital economy. The writer is the General Manager- ICT, Digitalization & Network Infrastructure at Minet Kenya