Rethinking SOC: why real security starts with people, processes and attitude.
Cyber threats are on the rise and companies are therefore looking for technologies to protect themselves. A Security Operations Centre (SOC) plays a key role in this, but organisations often fail to set one up. We explain why a SOC is more than just technology and how you can implement one in your organisation.
Growing attack surfaces, professionalised cybercrime, new regulatory requirements such as NIS2: the demands on companies are increasing – not only in terms of technology, but also the need for great organisation. IT landscapes are becoming more complex and hybrid infrastructures are becoming the standard. At the same time, attackers are developing ever more sophisticated methods: from AI-supported deception to automated attack chains.
In this difficult situation, it is not enough to simply invest in security technologies. The crucial factor is the capacity to recognise, assess and address risks quickly. This means your own security concept needs to respond well to new threats. In turn, this requires more than just tools – it requires structure, clarity and responsibility. A Security Operations Centre plays a central role in this. But only if it fits the organisation. Yet, what exactly is a SOC and what does it need in order to be effective?
If you would like to find out more detailed information on the topic of SOC, please watch our recorded webinar now!
A SOC is more than just technology.
A Security Operations Centre is not a tool, but a combination of people, processes, technology and attitude. It is not just about recording incidents, but understanding them, prioritising them and responding appropriately – 24/7, 365 days a year.
This is only possible if three levels work together consistently:
- Technical infrastructure, e.g. SOAR and SIEM systems
- Processes and roles, i.e. clearly defined procedures and responsibilities
- Cultural anchoring in which security is seen as a continuous, jointly supported process
A SOC represents a strategic function and changes the way in which companies take responsibility for security.
The blind spot: processes and change.
SOC projects rarely fail because of the technology. Far more often, it is due to a lack of structured processes, clearly defined roles or functioning emergency plans. This is because the introduction of a SOC is not just an IT project, but rather an organisational change. It does not just affect the IT department, but also specialist departments, managers and ultimately a company's entire understanding of security.
A good SOC does not work alongside the company, but with it. It integrates itself into existing processes, speaks the same language and develops with the requirements. However, it is precisely this growth that poses a challenge for many organisations. Although the organisation, processes and technologies of a SOC adapt, learn and react to changes, all these elements need to be managed. There is no fixed target state. New systems, new threat scenarios and new requirements need to be continuously integrated. At the same time, use cases evolve, alarms are re-evaluated and processes are tightened up.
Successfully establishing a SOC therefore requires clarity regarding responsibilities, escalation paths and decision-making powers. However, above all, the willingness to question existing structures, rethink processes and firmly establish responsibility are needed. This is precisely where the limits of many internal initiatives become apparent. After all, an effective SOC does not only mean technological integration, but also staff availability – 24/7, 365 days a year.
IT security needs to be put into practice.
For many organisations, this is difficult to achieve while operations are ongoing. Personnel resources, shift work, expertise and continuous development all entail high demands. This is why many organisations rely on external partners who not only supply technology but also share responsibility. It is crucial that these partners do not act in isolation, but are seen as an integral part of the security architecture and organisation.
A SOC’s level of maturity is not measured by the number of tools used or the number of use cases or detection rules, but by its ability to evolve, integrate into the organisation and automate workflows in line with the incident response process. It is possible to create a basis for withstanding future threats by understanding security as an attitude.
IT security needs to be put into practice.
For many organisations, this is difficult to achieve while operations are ongoing. Personnel resources, shift work, expertise and continuous development all entail high demands. This is why many organisations rely on external partners who not only supply technology but also share responsibility. It is crucial that these partners do not act in isolation, but are seen as an integral part of the security architecture and organisation.
A SOC’s level of maturity is not measured by the number of tools used or the number of use cases or detection rules, but by its ability to evolve, integrate into the organisation and automate workflows in line with the incident response process. It is possible to create a basis for withstanding future threats by understanding security as an attitude.
Conclusion: resilience is the result of interaction.
A Security Operations Centre is a key building block to ensure greater security –but only if it is not seen purely as a technical project. Companies that think about people, processes and technology together gain more than just compliance. They create the ability to deal with changes and attacks with confidence, and thus genuine resilience. If you don't want to go down this path alone, you should start talking to a partner now. Our experts will support you throughout the process: from the initial idea to operating a customised Security Operations Centre. Please feel free to get in touch with us!
If you would like to find out more, our experts will be happy to support you in implementing a customised SOC solution.