Summary
The global shortage of information security talent is forcing organisations to rethink how they build and structure their security functions. With millions of unfilled security roles worldwide and remote work accelerating the need for stronger defences, the talent question has become a board-level concern rather than a purely technical one.
Structural challenges are holding the industry back, including a shortage of specialised security education, weak perception of security as a career path, underdeveloped soft skills among technical staff, limited diversity, and a narrow framing of security as an IT problem rather than an enterprise-wide discipline. Organising security teams around three functional categories, covering governance and risk framing, day-to-day operations, and stakeholder communication, helps clarify which of these functions are best kept in-house versus outsourced.
Sourcing talent internally by cross-training staff from other departments, and externally through recognised certifications, matters too, though retaining skilled security professionals is often harder than hiring them in the first place. Competitive compensation, clear career progression, and a workplace culture that treats security as a shared responsibility rather than a siloed function all factor into whether organisations can hold onto the people they invest in.
- Breaks security team-building into thinking, doing, and communicating functions
- Surveys widely held certifications and their role in filtering and developing security talent
What will it take for organisations to treat information security as a people and process discipline rather than a purely technical one?
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