5 Trends That Will Dominate Tech, Media & IP in 2025

By: Michael Brunero | January 24, 2025

With over 15 years' experience in the industry, 10 of which at CFC, Michael is a seasoned insurance professional with expertise in underwriting business in emerging risk areas including cyber, technology, media and IP. Having headed up CFC's Tech, Media and IP practice for the past four years, Michael has recently been appointed Managing Director, USA and will be relocating from the firm's London HQ to its New York office on Wall Street.

In the tech, media and intellectual property (IP) space, change truly is the only constant. Over the last 12 months we’ve experienced rapid advancement, from the explosive proliferation of AI tools to the media industry’s attempt to recover from the seismic 2023 writers’ strike. At the same time, we’ve seen an acceleration in IP litigation as businesses strive to navigate this evolving landscape.

As we turn our sights to 2025, one thing is clear: new trends will emerge and existing ones will continue to evolve. From the expanding potential of greentech to the transformative influence of AI, here’s a look at key developments to watch in the year ahead.

Increased Trade Secrets Litigation

Protecting proprietary knowledge has always been critical to business success. When it comes to IP, companies are increasingly opting for the protection of trade secrets over the traditional patenting route. Unlike patents, which expire after a set period, trade secret protection can last as long as the secret is kept. Just look at Coca Cola’s secret recipe or Google’s famous algorithm.

We’re seeing a significant shift toward trade secret protection, particularly among SMEs looking to avoid the high costs and lengthy processes of patenting. But this approach isn’t without its risks. Employee mobility is creating vulnerabilities, with disputes over confidential information increasingly landing in courtrooms. When employees move to competitors, it is common for their former employers to make allegations of stolen trade secrets – most being legitimate and part of broader competitive strategies. This grey area around what constitutes a trade secret, and whether it can be protected, led to a sharp rise in lawsuits in 2024. And, we expect this trend to accelerate in 2025.

Businesses will need to double down on protecting their crown jewels—and insurers must be ready to step in when things go awry.

Renewed Focus on Digital Assets

The digital asset market is entering a new chapter, driven by political and market shifts. With Bitcoin recently hitting an all-time high and interest in digital currencies surging, it’s clear that digital assets are here to stay. What’s more, a pro-crypto White House is expected to drive favorable regulation, creating new opportunities for innovation.

We can expect further growth, with major finance gradually investing in the crypto space and digital assets being integrated into traditional finance systems. But let’s not ignore the elephant in the room: volatility. The digital asset market has a track record of boom and bust cycles, with the collapse of major exchange FTX back in 2022 a sign of warning.

Businesses venturing into this space face significant risks. As insurers, we need to support these businesses with solutions that help them navigate uncertainty while encouraging growth.

AI-driven Content Boom

AI is revolutionizing how content is created, and the implications for IP are profound. On the one hand, AI is making high-quality content production faster and more affordable, which is a boon for industries like film and media. On the other, it’s displacing jobs and raising complex questions about ownership. Who owns an AI-generated screenplay or a piece of music created by machine learning?

We’re already seeing pushback from script writers and other content creators, calling out how their works are used in data sets used to train AI tools, potentially infringing on their IP. As AI continues to shape the content landscape, expect to see more lawsuits and legislative debates making headlines.

Businesses will need robust IP strategies, and insurers must be ready to help them navigate what really is uncharted territory.

Space Technology Set to Skyrocket

The global space economy is on track to surpass $900 billion by 2044, and we’re already seeing exciting developments in this area. Together with household names like NASA and SpaceX, key market players and a wealth of innovative startups are driving advancements, be it perfecting reusable rockets, constructing smaller, lighter satellites, or even using 3D printing to make the engineering process more efficient.

For insurers, this is a chance to innovate. The race to space is presenting a host of opportunities and challenges. We need to keep a close eye on developments and create flexible, specialized coverage that meets the ever-evolving demands of the industry. Space technology is an exciting frontier, and I’m looking forward to seeing our industry rise to the challenge.

New Innovations in Greentech

The push for a sustainable future is driving incredible innovation in the greentech industry. From carbon capture to renewable energy and electric vehicles, the greentech sector is developing groundbreaking technologies and driving the transition to a low-carbon economy. But scaling innovations comes with risks, be it technical failures or regulatory hurdles.

Here, insurance has a critical role to play. By expanding our appetite for greentech risks, we can give greentech creators, investors and adopters confidence and support. In this way, the insurance sector can make a real, positive difference, helping to bring greentech solutions to market and address the escalating climate crisis.

Looking Ahead

In 2025, the technology, media and IP space is brimming with potential. But with opportunity comes risk, and businesses must be prepared to address the challenges ahead. What’s clear is there’s no one-size-fits-all approach. Instead, businesses need to seek out personalized cover for their unique exposures, and it’s the insurance sector’s job to give them the support that’s required. After all, the future of insurance isn’t just about managing risks—it’s about enabling innovation. &

Principles of Corporate Resilience

How an accelerating risk environment is raising the stakes for risk managers — and how carriers are responding.

By: Liberty Mutual Insurance | December 4, 2024

The nature of risk is evolving. It has become more volatile, interconnected, and intense, as reflected in the heightened frequency and severity of losses experienced by businesses and their insurance carrier partners.

2023 was the warmest year on record. Cybercrime is escalating at the same time that generative A.I. has begun transforming our economy. All this amidst two kinetic wars, persistent economic inflation, and rising legal system abuse.

“We’re all facing a future that is more uncertain than we have previously faced,” said Wesley Hyatt, Chief Client Officer, Global Risk Solutions, Liberty Mutual. “What I continuously learn from our clients is that they are equally focused on protecting their businesses today, and building partnerships, programs and a risk-taking culture that will endure,”.

Geopolitical, economic, and legal systems are being challenged at a rate most risk professionals haven’t seen in their lifetimes, all while we’re experiencing the impacts of climate change.

Against this backdrop, the role of today’s risk managers has shifted significantly, and it has prompted a reimagining of the way insurance carriers provide value to clients and brokers, according to Hyatt and Elizabeth Geary, President, Insurance Solutions, Global Risk Solutions, Liberty Mutual.

“Today’s risk environment demands resilience. That means anticipating, responding to, and adapting amidst rapid change,” explained Geary. “The concept of building resilience is central to the way we’re supporting clients and brokers, but it’s also foundational to how we think about evolving our own solutions and how we deliver them,” she added.

The Changing Role of Today’s Risk Managers

Wesley Hyatt, Chief Client Officer, Global Risk Solutions, Liberty Mutual

When considering today’s accelerating risk environment, organizations’ senior business leaders are looking to risk managers to take a more proactive role in shaping a resilient strategy. In this way, the practice of risk management today differs from what it has been in the past, according to Geary and Hyatt, making the role of risk managers:

More visible. The increased cost of insurance is being reflected in premiums and losses. As a result, business leaders want to know the contingency plans, projected costs, and impact on an organization’s long-term goals.

More strategic. Risk managers increasingly have a seat at the table as part of the strategic decision-making process. Their insight into the breadth of challenges a business could face, beyond traditional risk assessment and mitigation, is critical in assessing the viability and sustainability of any initiative.

More urgent. As risks evolve, the pace at which risk managers need to work has increased, partly due to the globalized nature of business and the speed of communication. The impact of shifts in trade policy or geopolitical factors demand a swift response from companies with global operations or supply chains, which comprise a vast share of contemporary businesses.

More complex. Evolving and emerging risks, along with rising costs, have prompted businesses to transform how they structure their risk management programs. This includes making trade-offs in risk retention, implementing complex tower structures, and placing a greater emphasis on business continuity, cybersecurity, quality assurance, and safety programs.

More tech driven. As the field of risk management continues to evolve, technology has become a critical tool for risk managers wanting to better understand, quantify, and monitor risk. However, as organizations expand their use of technology, cyber risks rise in tandem, further emphasizing the tech-savviness required of risk managers today.

Insurers as a Source of Support

Elizabeth Geary, President, Insurance Solutions, Global Risk Solutions, Liberty Mutual

While the role of the risk manager has changed, so has the role of the insurer — or at least it should, according to Hyatt and Geary.

“The feedback loop that allows us to make continuous improvements or adjustments to products and services has become more sensitive to the changing needs of risk managers and reflective of emerging risks. As a carrier, we need to move at a much faster pace, providing that perspective to clients and collaborating more closely than we have in the past,” explains Geary.

Echoing that sentiment, Hyatt added that “to do this effectively, we must closely understand our clients and their businesses. This means showing up and listening to their priorities and learning their tolerance for risk and the role it plays in meeting their goals.”

Together, Hyatt and Geary are prioritizing three components of what they’re calling “Corporate Resilience” to help risk managers navigate the complexities of the market: information, innovation, and collaboration.

Knowledge is power. According to Hyatt and Geary, building resilience begins with understanding the risks a business may be facing. They believe Liberty Mutual plays a foundational role in helping clients stay abreast of changing risk trends and unlocking the power of advanced data analytics to mutually benefit their businesses.

“Today’s risk managers aren’t just looking for products, services, and risk transfer, they’re looking for expertise and problem-solving. They’re seeking support in thinking through their value chain to identify risks, see around corners, and prepare,” said Hyatt.

“Clients benefit from our ability to understand their businesses at a granular level while also bringing the context of what we’re seeing from a high-level, external perspective across similar companies, in addition to the macro trends, globally,” she added.

Product innovation — a two-way street. At Liberty Mutual, client-centricity remains at the heart of its innovation strategy by cocreating solutions with its clients.

“As partners, we have a responsibility to move along with the risk and respond in a way that helps our clients and brokers, whether that’s creating new solutions or changing our existing products and services,” says Geary. Her team’s priorities in the Global Office of Underwriting include cyber, climate, energy transition, and alternative risk solutions, among others, all with a focus on offering fit-for-purpose solutions, stable capacity, and taking a long-term view.

“It’s not an ‘if we build it, they will come philosophy,’ and it doesn’t happen overnight,” explained Hyatt. Rather, she describes meaningful product innovation as the result of close and enduring partnership and deep understanding on both sides.

“It’s mutually beneficial,” said Hyatt, “and our mutual structure is a strength because it allows us to take a long-term view and affords us flexibility,” she added. “We provide the expertise and security clients need to innovate and grow their businesses. Our mutuality also means we succeed when our clients succeed.”

Partnerships that Extend Beyond RiskTransfer. With the demands on risk managers not relenting anytime soon, clients are increasingly seeking more support.

“As the way we help clients manage risk changes, our business has become less transactional. Our clients are not just transferring risk, they’re building a partnership,” explained Geary.

While industry-leading risk control capabilities, best-in-class service and superior claims handling have always differentiated Liberty Mutual, Hyatt sees clients increasingly seeking the benefits of a robust support network of other risk professionals.

In her role as Chief Client Officer, she’s deliberately incorporating community-building elements into Liberty’s programs to leverage some of those opportunities. The firm’s Corporate Resilience thought leadership series, for example, brings the risk management community together for expert panel discussions to help clients network and learn from each other. Hyatt is also helping support the firm’s public affairs initiatives, which assist clients in understanding legal system abuse and the pivotal role they play in collectively pushing for tort reform.

“Forums like these complement our client engagement strategy, which also includes local and national events, as well as relationship leads who help our largest clients access the expansive, global capabilities of Liberty Mutual that may bring value to the strategic relationship,” Hyatt explained.

These dialogues and the philosophy of continuous improvement through the power of collaboration are increasingly helping the firm drive preference with clients.

Better Together

In reflecting on her focus on building Corporate Resilience, Hyatt shared, “it’s important to keep in mind that we’re all in this together. One of the mantra’s of our leader, Neeti Bhalla Johnson, is ‘our clients’ future is our future’ and we very much believe that.” Geary and Hyatt’s hope is that their commitment to Corporate Resilience pioneers new ways to ensure that the future is bright for Liberty’s clients.

“We’re taking the current unrelenting pace and intensity of today’s industry challenges and using them as triggers for how we can home in on building success for our clients amid uncertainty and providing them with greater security,” says Geary. “All this ties directly to our mission of helping clients embrace today and confidently pursue tomorrow.”

To learn more, visit: lmi.co/corporateresilience

This article was produced by the R&I Brand Studio, a unit of the advertising department of Risk & Insurance, in collaboration with Liberty Mutual Insurance. The editorial staff of Risk & Insurance had no role in its preparation.

Liberty Mutual Insurance offers a wide range of insurance products and services, including general liability, property, commercial automobile, excess casualty and workers compensation.