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This chapter argues that an evolutionary need to belong has guided the evolution of a social brain. It proposes that building a social brain requires four essential components: self-awareness, theory of mind (ToM), threat detection, and self-regulation. First, people need self-awareness—to be aware of their behaviors so as to gauge them against societal or group norms and the available evidence indicates that ventral mPFC is especially important for the experience of self. Second, people need to understand how others are reacting to their behavior so as to predict how others will respond to them. Threat detection involves at least the amygdala and the anterior cingulate cortex (ACC), although the precise nature of their roles in threat detection remains somewhat unclear. Finally, self-regulation involves a number of prefrontal brain regions, including ACC, lateral prefrontal cortex (PFC), and ventral-medial PFC. It is possible that these areas play different roles in self-regulation failure depending on whether the failure is related to an impaired sense of self (vmPFC), impaired ToM (dorsal PFC), or failure to detect threat or conflict (ACC).

The proliferation of Internet-connected devices in the consumer market has created a dramatic shift from a single point PC-based threat risk to an expanded threat perimeter that includes tablet devices, smartphones, and Internet-connected televisions. Consumer home network growth now requires security for a consumer's entire digital lifestyle and not just a single-point stationary device. The difficulty of securing this expanded threat landscape is exacerbated by the rise of unique attacks that sometimes render traditional antivirus strategies ineffective. This chapter discusses solutions to the expanding cyber threat landscape, including improved reputation-based threat detection, effective public-private collaboration, and increased user responsibility within the digital ecosystem.

The human brain is considered to be social at its core, and has evolved over the years to solve problems associated with survival and reproduction. Humans survive in groups, and once they are excluded from groups, their survival becomes critical. This chapter discusses how to build and develop a social brain. There are four components that help build a social brain, each of which involves distinct functional brain regions: Self-awareness, theory of mind, detection of threat, and self-regulation.

Anticipating an aerospace decline and deploying resources into growing the medical business profitably, Smiths successfully navigates the early 1990s recession. Overall the 1990s represent a ‘purple patch’, with earnings and dividends doubling, in real terms, reflecting excellent purchases—half the income in 2000 derives from the decade’s acquisitions. The long-standing management team retires late in the decade, and Keith Butler-Wheelhouse replaces Roger Hurn. His vision sees the firm’s international reach extended, selling more to existing customers, and expanding the customer base. A renewed focus is placed on innovative technologies (e.g. in mobile telephony infrastructure). From small beginnings, a high-tech threat detection business is developed. Despite a successful decade, management concludes it does not possess the scale in key businesses to ensure continued and sustainable growth