Cybersecurity cannot be reduced to technology alone. Digital risks arise from the interaction between systems, people and the organisation. Anyone who approaches cybersecurity solely from an IT perspective misses where things actually go wrong. But how do you put that into practice? Where are those vulnerabilities? More importantly: how do you know whether your organisation can actually withstand such threats in practice? Ethical hacking is a means of identifying these issues.
Many organisations have their security well organised on paper. Measures have been put in place, procedures documented, staff trained and responsibilities allocated. Yet this says little about whether the organisation can withstand a cyberattack.
In practice, this often differs from the theory. A cyberattack consists of several stages that develop as it progresses. First, information is gathered; next, entry points are sought; and finally, an attempt is made to gain access to systems or data.
Ethical hacking ties in with this; it is not a theoretical exercise, but a controlled simulation of how an attack would actually unfold. The focus is not on what might be possible, but on what actually happens.
Ethical hacking does not begin with technology, but with defining the scope. It is determined in advance which systems or processes will be tested, how this will be done and within what limits. These agreements are essential, from both a legal and an organisational perspective.
The environment is then approached in the same way a hacker would. This often begins with gathering information. Open sources, leaked data or visible structures within the organisation quickly provide a direction for an attack.
This is followed by the search for specific points of entry. These might include outdated software, insufficient segregation, unupdated or single-level access rights, or unclear processes. Many of these vulnerabilities are not new in themselves, but arise because systems and organisations evolve over time.
A key aspect is the interaction with staff. In many cases, attempts are made to use deceptive communication to elicit actions that grant access. This can be subtle and often ties in with the day-to-day reality of working under time pressure and on the basis of trust. This can range from a fake email to physical access.
The result is not merely a technical report, but a realistic picture of how an attack unfolds within the organisation.
The value of ethical hacking lies not only in identifying vulnerabilities. These are often already known or have been described in theory. The real benefit lies in understanding how different components interact.
In our previous blog, we noted that cyber incidents are rarely the result of a single error. It is precisely the points of interface — where technology, process and people intersect — that determine whether an attack succeeds.
Ethical hacking exposes these critical junctures. It reveals where assumptions are incorrect, where processes do not align with reality, and where decisions made under pressure turn out differently than originally intended. In doing so, it brings to light what would otherwise remain hidden.
As explained earlier, it is not realistic to expect to prevent cyber incidents entirely. Threats are constantly evolving and attacks are becoming increasingly sophisticated.
This means that organisations must focus not only on prevention, but also on detection and response. Just like training, ethical hacking contributes to this. By testing scenarios in advance, organisations gain insight into how quickly an incident is detected, who takes on which role, and where delays occur. That knowledge is crucial when it really matters. An incident response plan can then be adapted accordingly.
Organisations that have not given this phase sufficient thought often find themselves having to decide how to respond during an incident, or realise that their contingency plan works in theory but not in practice. This leads to delays and exacerbates the impact.
Ethical hacking is not only technically relevant, but also legally significant. Carrying out a test requires clear agreements on scope, methods and reporting. This ensures that the investigation is conducted lawfully.
It also plays a role in the post-incident assessment. When an incident occurs, the focus is on whether an organisation had taken sufficient measures and was prepared for potential risks.
Regular testing — and therefore ethical hacking too — can be a key factor in this regard. Not as a guarantee, but as proof that risks have been taken seriously and are being actively managed. It thus ties in directly with the broader trend in which cybersecurity is becoming an increasingly integral part of governance and responsible business practice.
Ethical hacking is not an end in itself. It is a means of gaining insight – insight into how systems function, but above all into how an organisation responds under pressure. That step from insight to action is crucial. Where do the priorities lie? Which processes need to be tightened up? And how can staff be better supported in recognising risks? The answers to these questions ultimately determine an organisation’s digital resilience.
Combined with a broader approach to cybersecurity — in which technology, people and organisation come together — this creates a foundation on which organisations can build further. Or, in line with what we concluded earlier: cybersecurity requires a broader perspective. Ethical hacking helps to sharpen that perspective.
Curious to find out what our IT/IP/Data Privacy solicitors can do for your organisation? Please feel free to get in touch , with no obligation. Would you like to receive more information about ethical hacking or the process involved? Please request the white paper on ethical hacking from Fleur van Tol by email: vantol@marxman.nl