Critical thinking and media literacy are now seen as essential skills for young people, yet many schools lack the resources to teach them, according to new research with teachers, commissioned for BBC Bitesize. Over half of teachers say they need more support to help pupils identify misinformation, as teens increasingly struggle to separate fact from fiction online, a challenge linked to rising anxiety levels.

To bridge this gap, BBC Bitesize is launching Solve the Story, a six-part media literacy series designed to equip students, teachers, and schools with practical tools to tackle misinformation and disinformation. Premiering in schools on 5 January 2026, the series forms part of the Bitesize Other Side of the Story initiative and will help teenagers question what they see online, verify sources, spot fakes, and understand how misleading narratives spread.

The roll-out comes amid mounting evidence that young people are struggling to manage the sheer scale and sophistication of online content. According to research commissioned by the BBC involving more than 400 teachers, critical thinking is now considered the single most important skill for young people, yet one in three teachers say it is difficult to teach, citing lack of time, resources and curriculum pressure.

More than half of the teachers who took part in the research said they need more support in helping pupils recognise misinformation, and that media literacy is not covered well enough in the current curriculum. Teachers also warn that students are already “outpacing adults” online, with the rate of digital change widening the skills gap in the classroom. The research also suggests that parents echoed this concern, as many felt their own digital skills were already outdated.

For young people, the effect of misinformation reaches far beyond the classroom as the impact is emotional as well as educational. New findings from this year’s Bitesize Teen Summit with Radio 5 Live, suggests that two thirds of teenagers worry about fake news and online misinformation, causing confusion and contributing to rising levels of stress and anxiety.

Patricia Hidalgo, Director of BBC Children’s and Education said: “In today’s digital landscape, media literacy isn’t a luxury, it’s a necessity. Solve The Story will help schools to equip young people with the critical thinking tools they need to navigate online content confidently, verify what they see, and protect their mental well‑being. This series is a vital next step towards empowering students and supporting educators in tackling misinformation, as we take Other Side of the Story into classrooms.”

Available to schools and on the BBC Bitesize website, Solve the Story uses a six-part mystery series in which characters must apply media literacy skills to uncover the truth, by analysing sources, questioning assumptions, identifying deepfakes, challenging viral claims and spotting bias. Each episode is paired with a “how-to” guide offering clear, practical steps for teachers and resources for classroom use.

Hundreds of schools up and down the country have already signed up to take part in the January launch, signalling strong demand for classroom-ready tools to help pupils navigate online misinformation. The first episode will be shown in schools on 6 January, with new episodes released weekly until the finale event in February.

Solve the Story is the first content series created for us in schools from the Bitesize Other Side of the Story, that was launched in 2021 to help students navigate the online world and be more critical of the information they consume. Bitesize Other Side of the Story provides articles, videos, quizzes and other resources and workshops in secondary schools that to help students be more curious about the news and information they see and share online. It also equips them with the tools to be create content responsibly, stay safe online and avoid scams, be more aware of different types of media, think more critically and become more positive digital citizens.

The BBC commissioner for Solve The Story is Andrew Swanson.

The video content can be found https://www.bbc.co.uk/bitesize/groups/c4gqzw1kxn6tand Other Side of The Story can be found https://www.bbc.co.uk/bitesize/groups/c0rx3447znvt

 

TEACHER CASE STUDY

Amy, English Teacher, Manchester

“CRIMINALS USE THAT KIND OF MISINFORMATION TO LURE VULNERABLE KIDS IN BY SHOWING THEM A GLAMOROUS LIFESTYLE”

Amy, an English teacher at a secondary school in Manchester, sees first-hand how quickly misinformation online shapes what her students believe. One of the most alarming examples is how many genuinely think glamorous “prison freestyle” videos on social media are accurate depictions of real life.

“They really believe that’s what prison is like,” she says. “The videos make it look easy or exciting. Criminals use that kind of misinformation to lure vulnerable kids in by showing them a glamorous lifestyle and telling them crime can get them there. That’s what scares me the most.”

But the prison clips are just one part of a much bigger issue. Amy says many of her pupils are convinced they’re “too smart” to be tricked by anything online.

“They’ll laugh at obviously fake AI videos and say, ‘that’s so AI’, but underneath that is a belief that they can’t be fooled. If I tell them something isn’t real, they argue back. They think teachers don’t understand technology, and they automatically trust what they see online more than what we tell them.”

She has seen conspiracy theories spill directly into schoolwork.

“We’ve had essays referencing ‘the matrix’ and huge conspiracy theories, because they’ve come from influencers like Andrew Tate. Those opinions really appeal to them because they’re presented as ‘facts’. It’s frightening how quickly those ideas embed.”

Challenging this isn’t always straightforward.

“Teenagers don’t want to believe anything that contradicts what they’ve seen on TikTok or YouTube. Sometimes they push back so hard that it becomes something we pick up with safeguarding, simply because it needs a wider team around it. Mentors and form tutors help us challenge the misinformation as a team.”

Social pressures add another layer.

“Their friendship groups feel like they span the whole internet, so the biggest fear is embarrassment. Anything taken out of context can spread quickly, and at our school the fear of parents seeing them do something they shouldn’t is huge. The consequences feel enormous to them.”

Amy says traditional critical-thinking lessons aren’t enough on their own.

“We teach those skills in English, but once they’re at home, school doesn’t exist. They need practical tools that match the world they’re actually living in.”

That’s why she believes Solve the Story could make a real difference.

“They love short-form content, and this format suits their attention span. If teachers show it to them, it will help them stop and question things instead of just accepting whatever they scroll past. They won’t look for it themselves, so teacher buy-in is essential, but once it’s in front of them, it will click.”

Amy sees media literacy as part of her duty of care.

“Some understand the problem, so they can’t push back on what their children are watching. It falls to us to teach them how to protect themselves. They need these skills more than ever.”

The post BBC Bitesize Launches Media Literacy Series To Help Teens Separate Fact From Fiction Online appeared first on IT Security Guru.

Remote-first companies are no longer an exception. What began as a temporary response to global disruption has evolved into a long-term operating model for startups, scaleups, and even established enterprises. Distributed teams, cloud-based tools, and borderless hiring have unlocked flexibility and talent access—but they have also introduced new cybersecurity and compliance challenges.

One often-overlooked factor in managing these risks is business structure. How a company is legally formed, governed, and registered plays a critical role in determining its cybersecurity responsibilities, regulatory exposure, and ability to respond to incidents. For remote-first companies, structure is not just a legal formality—it is a foundational element of cyber resilience.

Business Structure Shapes Compliance Obligations

Every company operates within a legal framework that defines its obligations around data protection, record keeping, and reporting. These obligations vary significantly depending on whether a business is incorporated, operating as a sole trader, or functioning through informal arrangements.

A formally structured business is more likely to have clearly defined accountability. Directors, officers, and data controllers are identified, which matters when regulators assess responsibility after a data breach. In contrast, loosely structured or improperly registered businesses often struggle to demonstrate who is responsible for cybersecurity decisions, policies, and failures.

For remote-first companies handling customer data across multiple jurisdictions, clarity of structure becomes essential. Regulators typically look first at the legal entity when determining which laws apply and who must answer for compliance failures.

Cybersecurity Policies Depend on Legal Identity

Cybersecurity compliance is not just about technical controls; it also involves policies, contracts, and governance. Business structure influences all three.

Employment contracts, contractor agreements, and vendor relationships must align with the company’s legal identity. A properly formed company can implement standardized security policies, data processing agreements, and incident response protocols. These documents are often required under regulations such as GDPR, even for small or remote-first businesses.

Without a clear structure, remote-first teams may rely on informal tools, shared accounts, or undocumented processes—practices that significantly increase security risk. Legal formation helps enforce separation between personal and business systems, reducing exposure when devices are lost, compromised, or misused.

Cross-Border Teams Increase Risk Without Structure

Remote-first companies frequently operate across borders, hiring talent wherever skills are available. While this offers strategic advantages, it also introduces complexity around data residency, access controls, and jurisdictional compliance.

A defined business structure helps anchor these complexities. It establishes a primary legal home for the company, which regulators and partners use as a reference point. For example, many founders choose company formation in UK because it provides a clear corporate framework, predictable regulatory standards, and alignment with international data protection norms—factors that simplify compliance planning for distributed teams.

Without such anchoring, companies may unintentionally violate local data laws or struggle to demonstrate compliance during audits or investigations.

Incident Response and Liability Management

Cyber incidents are not a matter of if, but when. How a company is structured affects how effectively it can respond to breaches and limit damage.

A properly incorporated business can:

• Appoint responsible officers for data protection and security
• Maintain incident response plans tied to legal obligations
• Communicate with regulators, clients, and partners through formal channels
• Access insurance products that require clear legal status

In contrast, poorly structured businesses often face delayed responses, unclear communication, and increased liability. Regulators may impose heavier penalties when they believe negligence stems from inadequate governance rather than technical failure.

Investor and Partner Expectations

Cybersecurity is now a core concern for investors, enterprise clients, and strategic partners. Due diligence processes increasingly examine not just security tools, but governance and legal structure.

Remote-first companies with clear formation, documented policies, and defined accountability are viewed as lower risk. This can affect access to funding, partnerships, and enterprise contracts. Conversely, informal or ambiguous structures raise red flags, especially when sensitive data or regulated industries are involved.

Structure Enables Security Maturity

Cybersecurity maturity develops over time. Early-stage companies may rely on basic controls, but as operations scale, expectations increase. Business structure enables this progression by providing a framework for:

• Assigning roles and responsibilities
• Budgeting for security investments
• Auditing systems and processes
• Demonstrating compliance to third parties

Remote-first companies that delay proper structuring often find themselves retrofitting compliance under pressure—an expensive and risky approach.

Final Thoughts

Remote-first work is here to stay, but it demands a more deliberate approach to cybersecurity. Technical tools alone are not enough. Legal and organizational structure underpins everything from policy enforcement to regulatory compliance and incident response.

For remote-first companies, business structure is not an administrative afterthought. It is a strategic decision that shapes how securely and sustainably the organization can operate in a digital, distributed world. By aligning structure with cybersecurity obligations early, companies position themselves to scale with confidence rather than react under crisis.

The post Why Business Structure Matters for Cybersecurity Compliance in Remote-First Companies appeared first on IT Security Guru.

Private aviation’s typical buyer used to be straightforward: corporate executive, mid-50s, established wealth. That profile is still prominent, but it’s changing fast.

Buyers under 45 now account for 29% of pre-owned private jet transactions, nearly double their share from a decade ago, according to Jetcraft’s 2025 market report. These younger buyers are also spending more: averaging $25 million per transaction, 31% higher than their older counterparts. Many have made fortunes in technology, entertainment, and finance. Others inherited substantial wealth earlier than previous generations as part of what wealth advisors call the Great Wealth Transfer: $90 trillion in assets moving from baby boomers to younger generations over the next two decades.

What they want looks somewhat different from what their predecessors wanted. The question is whether aviation’s traditional sales infrastructure can adapt.

Sergey Petrossov, the Managing Partner of Aero Ventures, believes his company is at the forefront of this change.

“By solving for the two biggest pain points, lack of information and slow delivery, we believe Aero Ventures will become the hub where the world’s most discerning aviation clients begin and manage every major ownership decision,” he told Sherpa Report.

The firm’s AI-driven platform targets those pain points by providing instant valuations and ownership cost simulations, tools addressing buyers who expect immediate access to data whether they’re 35 or 65.

The Productivity-First Buyer

Remote work reshaped how younger high-net-worth individuals approach aviation. A 2025 survey found 81% of affluent 18-35 year-olds work remotely. That demographic enters private aviation younger than previous generations, prioritizing functional amenities like high-speed connectivity, wellness features, and productivity tools.

They want jets functioning as airborne offices. The Gulfstream with mahogany paneling matters less than whether the Wi-Fi handles video conferences reliably.

George Galanopoulos, CEO of Luxaviation UK, described the shift in a recent interview with Inflight. “Millennials, broadly those in their 30s and early 40s, now account for more than half of our business jet charter clients. These are clients who value efficiency over formality, digital access over legacy prestige, and experiences that feel personal.”

Different Entry Points, Different Expectations

Aviation buyers arrive at ownership through varied paths. Some build relationships with brokers over years through charter programs or fractional ownership, developing industry connections and understanding pricing dynamics through long-term advisory relationships. Others enter aviation suddenly and without established broker networks, spurred on by a company sale, inheritance, or rapid business growth.

The challenge emerges when buyers accustomed to digital platforms for other major purchases encounter aviation’s traditionally relationship-driven sales model. It may feel like they are purchasing eight-figure assets with less immediately accessible information than they’d get researching a $50,000 car.

Sergey Petrossov sees the disconnect. “Today, most aircraft sales require weeks of back-and-forth, incomplete information, and outdated valuations,” he told Sherpa Report.

His assessment reflects broader industry data: aircraft transactions still averaged 207 days from listing to closing in 2024.

Platform Access Without Commitment

Aero Ventures’ AI-driven platform was designed to address information asymmetry. Users can access aircraft valuations, ownership cost simulations, and market comparables without engaging brokers initially. The model mirrors what successful real estate platforms like Zillow have done for real estate: provide enough data for buyers to explore options independently before committing to transactions.

The platform generates instant fair market values using AI-based systems tracking transaction data and market comparables. Users can model scenarios like flying 200 hours annually versus 400 hours to understand total cost implications. The system tracks inventory levels and absorption rates across aircraft types, showing whether current conditions favor buyers or sellers.

“Rather than trying to take the human out of the process, the Marketplace serves as an entry point for engagement, letting clients ‘window shop’ and experiment with different ownership scenarios,” Petrossov explained to Sherpa Report.

The concept offers an alternative entry point for buyers who prefer preliminary exploration before advisory engagement. Some buyers want immediate broker consultation. Others prefer researching independently first. Both paths ultimately lead to human expertise for transaction execution.

Maintaining Human Expertise

Aircraft transactions involve bespoke financing, maintenance status assessments, regulatory compliance across jurisdictions, insurance considerations. Automated valuations provide starting points, but closing deals requires interpreting data through operational expertise.

All buyers, regardless of how they enter the market, recognize multimillion dollar purchases demand human expertise at some stage. The question is when that expertise enters the process.

Aero Ventures positions its platform as complementing rather than replacing advisory relationships. The firm targets “qualified buyers and sellers, typically focused on aircraft in the ten million dollar and above range,” according to Petrossov.

Aviation sales have evolved to serve buyers through multiple channels: traditional broker relationships built over years, digital platforms providing immediate data access, or hybrid models combining both.

Platform tools might appeal to buyers entering aviation without established broker networks. Traditional advisory relationships continue serving buyers who value long-term consultation and discretion. The industry is accommodating both approaches rather than replacing one with the other.

Aviation’s relationship-driven culture persists because transactions remain complex enough that human expertise adds genuine value. For Petrossov and Aero ventures, the hope is that digital tools enhance that expertise and reshape how buyers access it.

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