2020 Devo SOC Performance Report
2020 Devo SOCPerformance Report A Tale of Two SOCsSurvey independently conducted by
Table of ContentsPart 1.4Introduction5A Tale of Two SOCs5The Good(-ish) News7The Really-Not-So-Good News9Spotlight on High-Performing SOCs11Low Performers Feel the PainPart 2.12Key Findings13Progress in Achieving a More Effective SOC18SOC Analysts Still Feel the Pain23Lessons Learned from Highly Effective SOCs28Trends in the Infrastructure and Security Practices of Today’s SOC34Special Section: Why Organizations Do Not Have a SOCPart 3.37Survey MethodsPart 4.40Caveats to this StudyThe 2020 Devo SOC Performance Report: A Tale of Two SOCs2
What separatesa highly effectiveSOC from a poorperforming SOC?In the following study we examineexactly that.The 2020 Devo SOC Performance Report: A Tale of Two SOCs3
Part 1.INTRODUCTIONThe 2020 Devo SOC Performance Report tells a tale of two SOCs.Based on the results of an independent survey of IT and IT securitypractitioners, the second annual report looks at the latest trends insecurity operations centers (SOC), both positive and negative. The reportpresents an unvarnished view of the current state of SOC performance andeffectiveness based on responses from people with first-hand knowledgeof SOC operations, identifies areas of change from the prior year’s survey,and highlights the challenges that continue to hinder many SOCs fromachieving their performance goals.Devo commissioned Ponemon Institute to conduct a comprehensive,independent survey in March and April 2020 of professionals working in ITand security.The survey posed a broad range of questions designed to elicit insights intoseveral key aspects of SOC operations, including: The perceived value of SOCs to organizations Areas of effectiveness and ineffectiveness The ongoing challenge of SOC analyst burnout, its causes, and effectsThe picture painted by the data from nearly 600 respondents shows that whilesome aspects of SOC performance show modest year-over-year improvement,major problems persist that continue to adversely affect organizationalcybersecurity efforts and the well-being of SOC analysts.The 2020 Devo SOC Performance Report: A Tale of Two SOCs4
A Tale of Two SOCsOverall, the survey results tell a tale of two SOCs. One is a group of high-performingSOCs that are, for the most part, doing reasonably well in delivering business value.This group generally enjoys sufficient talent, tools, and technology to have a fightingchance of overcoming the relentless challenges that commonly afflict many SOCs.Sharply contrasting with the high performers are the low-performing SOCs. Thisgroup struggles greatly because they are unable to overcome the myriad problemshindering their ability to deliver better performance. These SOCs generally lack thepeople, technology, and budget resources to conquer these challenges, resulting inthem sinking even lower in effectiveness, putting their organizations at ever-greaterrisk of cyberattacks.This report examines the specific areas where high- and low-performing SOCs mostdiverge, while also shining a light on the challenges with which both groups struggle.By identifying the differences and similarities between the two classes of SOCs,it illuminates the variable return on investment these SOCs are delivering to theirorganizations.The Good(-ish) NewsBefore delving into the most significant—and in many cases, disturbing—findingsfrom the survey, let’s start by looking at how organizations rate the value their SOCprovides. This year, 72% of respondents said the SOC is a key component of theircybersecurity strategy. That’s up from 67% in 2019. This increase reflects morerespondents feeling their SOC plays an important role in helping the organizationunderstand the external threat landscape.Figure 1.%40% 4127%31How important is yourorganization’s SOC to its overallcybersecurity strategy?%19% 17%9%8%20195%3%2020EssentialVery ImportantThe 2020 Devo SOC Performance Report: A Tale of Two SOCsImportantNot ImportantIrrelevant5
Other findings with a somewhat positive take on SOC performance include:There is an eight-percentage-point increase among respondents who say theirSOC is highly effective in gathering evidence, investigating, and identifying thesource of threats. So far, so good. However, when you realize that last year only42% of respondents felt that way, this year’s “jump” to 50% means that half of thosesurveyed still don’t believe their SOC is performing particularly well.Respondents see improvements in their SOC’s ability to mitigate risks. This isanother example of good news/bad news. Last year only 40% of respondents felttheir SOC was doing a good job reducing risks. In 2020, a still-modest 51% say theirSOC is getting the job done in this area. That’s a nice increase, but it still means thatalmost half of all respondents find their SOC lacking in this important capability.Contributing to this rise, more SOCs (50%, up from 42% in 2019) are providingincident-response capabilities including attack mitigation and forensic services.The brightest spot in this aspect of SOC performance is that in 2020, 63% ofrespondents say SOCs are helpful in understanding the external threat environmentby collecting and analyzing information on attackers and their tactics, techniques,and procedures (TTP), up from 56% last year.There was a slight bump in the alignment between the SOC and the objectives andneeds of the business. This year 55% of respondents say their SOCs are fully aligned(21%) or partially aligned (34%) with business needs, a slight increase from 51% in2019. One possible reason for the improved alignment is that more lines of businessare leading the SOC team (27% this year vs. 18% in 2019). But that practice also couldbe contributing to the rise in turf battles and silo issues. More on that later.Organizations are investing in SOC technologies. Seventy percent of respondentssay it is very likely (34%) or likely (36%) that their organization will open up theirwallets to introduce new tools designed to improve SOC operations.The SOC forecast is cloudy. A majority of organizations, 60%, now operate their SOCmostly (34%) or partly (26%) in the cloud. In 2019, only 53% of organizations identifiedas mostly cloud (29%) or operating a hybrid environment (24%). SOCs with limitedcloud presence are declining, with only 40% of organizations identifying as mostlyon-premises, down from 47% in 2019. This trend toward more cloud-based SOCoperations reflects the overall move of IT and other business operations technologiestaking advantage of the scale and cost benefits of cloud deployments.The 2020 Devo SOC Performance Report: A Tale of Two SOCs6
The Really-Not-So-Good NewsThe first Devo SOC Performance Report in 2019 showed that the issue of analystturnover due to stress-related burnout was significant.Unfortunately, it’s become an even bigger problem in 2020:78%75%67%53%Say working inthe SOC is verypainfulIncreasedworkload is the#1 reason forburnoutInformationoverload isan even biggerproblemSay “complexityand chaos” in theSOC is a majorpain pointup from 70%up from 73%up from 62%up from 49%For all of these reasons, and many more as you’ll see in the charts that follow,organizations must find ways to reduce the stress of working in the SOC—now.Respondents are concerned that frustrated, stressed, and burnt-out analysts willvote with their feet and quit their jobs. An appalling 60% say the stress of workingin the SOC has caused them to consider changing careers or leaving their jobs. Evenworse, 69% of respondents say it is very likely or likely that experienced securityanalysts would quit the SOC, more discouraging than the 66% who felt that waylast year.Turf tussles and silo skirmishes are killing SOC effectiveness. This is anotherproblem that’s getting worse. This year, 64% of respondents say these internalbattles over who is in charge of what are a huge obstacle to their SOC’s success, adisheartening increase from 57% in 2019. Twenty-seven percent of respondents saylines of business are in charge of the SOC, an increase from 18% in 2019. However,17% of respondents say no single function has clear authority and accountability forthe SOC. And it’s not a stretch to connect the dots and realize that an organizationinfected with in-fighting among its technology teams is likely to be more vulnerable tothe potentially devastating effects of a successful cyberattack.The 2020 Devo SOC Performance Report: A Tale of Two SOCs7
Budgets are not adequate to support a more effective SOC. SOC budgets increasedslightly year over year, but not enough to close the gaps in effectiveness andperformance. The average annual cybersecurity budget for the survey respondents’organizations rose to 31 million this year, a slight bump from 26 million. Theaverage funding allocation for the SOC is 32% of the total cybersecurity budget or 9.9 million, a slight increase from 30% or 7.8 million in 2019. These figures areheading in the right direction, but they’re still insufficient to fund the important workof an effective SOC team.You can’t stop what you can’t see. SOC teams are handcuffed by limited visibility intothe attack surface, which 69% of respondents cite as one of the primary causes ofSOC analyst pain.The mean time to resolution remains unacceptably high. MTTR is one of thebenchmark metrics for SOC performance, and the responses to the survey show it isanother significant problem area. According to 39% of respondents, MTTR can takemonths or even years! Less than a quarter of respondents, 24%, say their SOC canresolve security incidents within hours or days. Compare these unsettling metricswith the industry estimate that it takes skilled hackers less than 19 minutes to movelaterally after compromising the first machine in an organization. This points to asignificant gap for the vast majority of SOCs, as only 8% have an estimated MTTRthat is “within hours,” which is even worse than the 9% of organizations in 2019.Is it time for the rise of the machines? It’s obvious from these survey results thatthe trend of SOC analyst stress, burnout, and turnover is getting worse. The questionis what can organizations do to turn the tide? Well, if you listen to 71% of thosesurveyed, a big step in the right direction would be to introduce automation to theanalyst workflow, and 63% state that implementing advanced analytics/machinelearning would help. Respondents feel organizations should invest in technologiesthat would reduce analyst workloads. They believe automation and machine learningare even more important than a normalized work schedule in reducing SOC pain.The idea is to automate many of the repetitive, pressure-packed tasks typicallyperformed by Tier-1 analysts who often have had enough of SOC work before theyever make it to Tier-2.The 2020 Devo SOC Performance Report: A Tale of Two SOCs8
Spotlight on High-Performing SOCsThus far, we’ve focused on general trends, challenges, and significant problem areasaffecting the performance of most SOCs. Now it’s time to dig deeper into the specificdifferences in performance and effectiveness that distinguish high-performing SOCsfrom their even more-challenged brethren.Let’s start by answering the question:What is a high-performing SOC? High-performing SOCs are those rated by surveyrespondents as a 7 or above on a 10-point scale in terms of SOC effectiveness.High-performing SOCs are defined by their effectiveness, but even highlyeffective SOCs suffer from analyst pain and burnout. While these better-performingSOCs typically have the organizational support and resources to fuel a successfullyoperating SOC, there remain unaddressed pain points for the analysts inthe trenches.The most prominent attributes of high-performing SOCs include:Highly effective SOCsVSLower-performing SOCs73%SOCs are fully or partially alignedwith business needs37%%44SOCs are “essential” to theiroverall cybersecurity strategy18%67%SOCs with defined programs fortraining and retaining talent31%Not surprisingly, even highly effective SOCs have their work cut out for them when itcomes to job-related stress afflicting analysts. When rating the pain of SOC securitypersonnel in meeting their daily job requirements, 55% of respondents from highperforming SOCs still rated their pain as a 9 or 10 on a 10-point scale.The 2020 Devo SOC Performance Report: A Tale of Two SOCs9
While high-performing SOCs, for the most part, deliver real business value, theycontinue to fight an ongoing battle in terms of attracting and retaining talent,preventing analyst burnout from overwork and stress, and navigating turf wars withintheir organization between IT and security. Among this group, organizations withlarger budgets may be able to spend their way to solving some of these ongoingchallenges. However, increasing spending as a means of overcoming persistentproblems would deliver a less robust ROI.The top three areas most in need of improvement, according to respondentsfrom highly effective SOCs, are:78%Lack of visibilityinto IT securityinfrastructure65%49%Turf or silo issuesbetween IT operationsand SOC teamsCompliance with privacyand data protectionrequirementsThe most time-consuming tasks in high-performing SOCs include:60%Managing threatintelligence57%Malwareprotectionand defenseThe 2020 Devo SOC Performance Report: A Tale of Two SOCs48%Waiting on toolsto respond tooperations47%Toolmaintenance10
Low Performers Feel the PainBy contrast, low-performing SOCs suffer because they lack the talent, budget,technology, and other resources needed to successfully manage the barrageof cyberthreats faced by modern organizations. For example, better-resourcedSOCs can deploy automation to help alleviate analyst burnout from the stressof performing repetitive, often mind-numbing work. This may be beyond the reachof asset-starved SOCs.What are the most significant differences between high- and low-performing SOCs?When comparing responses, the areas of improvement for lower-performing SOCsare clear—acquisition and development of technology and talent are the best placesto start to close some very large performance gaps.TH E PEOPLE GAPOnly 34% of highly effective SOCs identify the lack of available analyst talent as themain barrier to successfully operating the SOC. Whereas 72% of lower-performingSOCs identify the lack of available analyst talent as their main barrier.TH E PROCESS GAPThe most time-consuming task for less-effective SOCs, compared to SOCs thatare highly effective, is data acquisition (33% vs 13%). Second is triaging alerts(39% vs 21%). These discrepancies are largely attributable to both technology andtalent shortcomings, as well as processes that require additional resources if theyare to improve.TH E TECH NOLOGY GAPWhile 80% of high-performing SOCs are likely or very likely to add or changetechnologies to improve SOC operations and adapt to the always-evolving threatlandscape, only 60% of lower-performing SOCs are likely to do the same. The greaterwillingness of high-performing SOCs to incorporate new or enhanced technologyto improve their performance exemplifies an overall focus on making strategicinvestments and being more forward-thinking in their approach to technology.The 2020 Devo SOC Performance Report: A Tale of Two SOCs11
Part 2.KEY FINDINGSIn this section, we provide a deeper dive into the findings ofthe survey. The report also compares the 2019 survey to the2020 results. The complete audited findings are presentedin the Appendix of the report located on the Devo website Devo-SPR-Appendix.pdf.We have organized the research into the following topics:Progress in achieving amore effective SOCSOC analysts still feelthe painLessons learned fromhighly effective SOCsTrends in infrastructureand security practices oftoday’s SOCSpecial section:Why organization do nothave a SOCThe 2020 Devo SOC Performance Report: A Tale of Two SOCs12
PROGRESS INACHIEVING A MOREEFFECTIVE SOCFigure 2.How effective is your SOC and its ability to gatherevidence, investigate, and find the source of threats?7 responses on a scale of 1 not effective to10 highly effectiveOnly 50% rate their SOCs as effective, although55%SOC effectiveness is improving, including50%47%the ability to gather evidence, investigate,42 %and find the source of threats. Respondentswere asked to rate the effectiveness of theirorganizations’ SOC on a scale from 1 noteffective to 10 highly effective. Only 50% ofrespondents (an increase from 42% in 2019)say their SOC is highly effective (responses of7 ). Fifty-five percent rate their SOC’s abilityAbility to gather evidence,investigate, and find thesource of threatsto gather evidence, investigate, and find thesource of threats as very high, a significantincrease from 47% of respondents in 2019.2019Overall effectivenessof SOC2020Twenty-two percent of respondents rate their SOC as ineffective (responses of 1 to 4 on the 10-pointscale). The primary reasons cited by these respondents are the lack of visibility into the attack surface,and lack of timely remediation (66% and 59% of respondents, respectively).Figure 3.What can make the SOC ineffective?20192020More than one response permitted65%Lack of visibility into the attack surface*63%Lack of timely remediation5954%Lack of skilled personnel51 %49%Yields too many false positives49%39%Too many tools*Other%3%2%*New response option in 2020 surveyThe 2020 Devo SOC Performance Report: A Tale of Two SOCs13
SOCs still have difficulty mitigating risks.Despite improvements, challenges remain with the SOC’s ability tomitigate risks. Figure 4 shows the most significant improvement since2019 is the ability of the SOC to effectively mitigate risks after they areidentified, an increase from 40% to 51% of respondents.More SOCs provide incident response capabilities that include attackmitigation and forensic services, an increase from 42% of respondentsin 2019 to 50% in 2020. And more respondents say SOCs are helpful inunderstanding the external threat environment through the collectionand analysis of information on attackers and their tactics, techniques,and procedures (TTP), an increase from 56% to 63% of respondents.Figure 4.Improvements in SOC effectiveness20192020Strongly agree and agree responses combinedOur SOC helps us better understand theexternal threat environment through thecollection and analysis of information onattackers and their TTPs56%63%Our SIEM leverages threat intelligence toenrich data to support threat hunting andincidence response55%60%50%Our SOC demonstrates commitment toachieving a strong security posture55%40%Our SOC effectively mitigates the risksafter they are identified51 %Our SOC provides incident responsecapabilities that include attack mitigationand forensic investigation servicesOur SOC has high interoperability with thecompany’s security intelligence toolsThe 2020 Devo SOC Performance Report: A Tale of Two SOCs42 %50%37%43%14
The SOC budget increases,but only slightly.32 %28%The average annual cybersecurity26%budget for organizations representedin this study is 31 million, a slight23%increase from 26 million. As shown inFigure 5, the average funding allocation19%for the SOC is 32 percent of the total18%cybersecurity budget or 7.8 million, aslight increase from 30 percent or 9.914%million in 2019.11 %Figure 5.What percentage of your cybersecuritybudget will fund the SOC this year?201920207%6%5%4%3%4%Extrapolated value 32% (2020) 30% (2019) 50%The 2020 Devo SOC Performance Report: A Tale of Two SOCs41-50%31-40%21-30%11-20%5-10% 5%15
Aligning SOCs with businessproves challenging.Only 55% of respondents say theirSOCs are fully or partially aligned withtheir business, although there is slightlyFigure 6.Within your organization, are SOCobjectives aligned with business needs?2019improved alignment from 2019 to 2020.32%In this year’s research, only 21% ofrespondents say their SOCs are fullyaligned and 34% are partially aligned,49%202019%45%34%21 %a slight increase from the combined51% in 2019.Fully AlignedSOCs are investing in newtechnology.Seventy percent of respondents sayPartially AlignedNot AlignedFigure 7.34%36%it is very likely (34%) or likely (36%)How likely is your organization toadd new technologies or changetechnologies to improve theoperation of the SOC? *they would add new technologiesor change technologies to improve16%SOC operations.Very LikelyLikelySomewhat Likely14%Unlikely*New question in 2020 surveyThe 2020 Devo SOC Performance Report: A Tale of Two SOCs16
Lack of visibility along with turf issues continue tobe the biggest barriers to SOC effectiveness—andthey are getting worse.The main barrier to an effective SOC is a lack of visibility into the ITsecurity infrastructure, according to 70% of respondents, increasingfrom 65% in 2019. Turf issues between IT and security operationsalso saw an increase from 2019, jumping to 64% from 57%. Fifty-threepercent say the lack of analyst talent is a primary barrier to success.Figure 8.What do you see as the main barriers to successfully operating the SOC?Three responses permitted2019202065%Lack of visibility into the IT securityinfrastructure70%Turf or silo issues betweenthe organization’s IT securityoperations and SOC57%64%53%Lack of available analyst talent*33%Compliance with privacy and dataprotection requirements3023%Lack of leadership27%21 %23%Lack of executive level support21 %19%Compliance with internal policies andcontractual requirements15%Insufficient proof points ormeasures of successOther%12 %3%2%The 2020 Devo SOC Performance Report: A Tale of Two SOCs17
SOC ANALYSTS STILLFEEL THE PAINResults shows that the pain of working in a SOC has increased.Respondents were asked to rate the “pain” of the SOC personnel’sexperience in meeting their daily job requirements from a scale of1 no pain to 10 very painful. Seventy-eight percent of respondentssay working in the SOC is very painful, an increase from 70% in lastyear’s research. The number-one reason cited is burnout caused byincreasing workload, followed by a lack of visibility into the attacksurface. They also mention being on call 24/7/365 and having toomany alerts to chase.Figure 9.What makes working in the SOC painful?More than one response permitted2019202073%75%Increasing workload causes burnout69 %Lack of visibility into the attack surface*71 %69 %Being on call 24/7/36569 %68%Too many alerts to chase62 %Information overloadInability to recruit and retainexpert personnel58Inability to prioritize threats56%49 %Complexity and chaos in the SOC68%60 %53%53%52 %Lack of resourcesInability to capture actionable intelligence51 %Losing to adversaries45%55%51 %42 %Lack of tool integration*Other%67%2%3%*New response option in 2020 surveyThe 2020 Devo SOC Performance Report: A Tale of Two SOCs18
More than two-thirds of thosesurveyed believe experiencedsecurity analysts will quit.Sixty-nine percent of respondents sayit is very likely or likely that experiencedsecurity analysts would quit the SOC,Figure 10.What is the likelihood that the above pain factors would causeexperienced security analysts to quit the SOC?40%35%31 %201929%up from 66% last year. Sixty percent of19%respondents say the stress of working202018%15%in the SOC would cause experienced13%analysts to consider changing careersor leaving their jobs.Very LikelyLikelyNot LikelyNo ChanceMost SOCs operate 24/7.Forty-three percent of respondents say theirBeing on call all day, every day isof respondents who say their organizations havea main reason why working in theSOC is painful and almost half ofrespondents say their SOCs conductfull-time monitoring and managementsupport. Just 23% of respondents saytheir organizations operate only duringregular business hours.organizations have Tier-1 analysts followed by 40%generalists who cover any part of the lifecycle.Only 20% of respondents say they have Tier-3 and17% of respondents say they have Tier-2 analysts.These results indicate that many SOCs rely on lessexperienced, less-skilled analysts, to protect theirorganization from cyberattacks, as well requiringthem to cover a wide spectrum of responsibilitieswithout the specialized skills that would make themmore effective.Figure 11.What best describes the coverage model of yourorganization’s SOC? *48%Full-time monitoring and management support (24/7/365)Regular business hours with extended business hours oncall (i.e., nights, weekends and holidays)Regular business hours (e.g., 9 to 5 or equivalent)29%23%*New question in 2020 surveyThe 2020 Devo SOC Performance Report: A Tale of Two SOCs19
Organizations should consider investing intechnologies that would reduce analysts’ workloads.Figure 12 presents 15 tasks analysts regularly perform, with the mosttime-consuming tasks identified as managing threat intelligence,protecting and defending against malware, and gathering evidencefor incidents. By targeting these tasks with technology efficiencies,organizations will reduce analysts’ workload and pain, which wouldpotentially improve talent retention.Figure 12.What are the most time-consuming tasks for your organization’ssecurity analysts? *Six responses permitted55%Manage threat intelligenceMalware protection and defense50 %Gather evidence for incidents50 %48%Incident response and remediation47%Alert management44%Tool maintenance43%Threat huntingThreat detection41 %Correlate data41 %39 %User and entity behavioral analytics34%Configure automation30 %Triage alerts29 %Waiting on tools to respond to operations26%Perform digital forensics activitesData acquisition23%*New question in 2020 surveyThe 2020 Devo SOC Performance Report: A Tale of Two SOCs20
Automation and machine learning are moreimportant than a normalized work schedule inreducing SOC pain.To help manage analysts’ workload and avoid burnout, organizationsshould consider investments in automation and advanced analytics/machine learning.Figure 13.What is the likelihood that the above pain factors would cause experiencedsecurity analysts to quit the SOC?More than one response permitted2019202067%Automation of workflow71 %Implement advancedanalytics/machine learning*63%52 %55%Access to more out-of-the-box conent(e.g., rules, playbooks)51 %54%More resources53%Normalized work schedule50%48%46%Stress management programs andpsychological counseling46%Tighter tool integration*49%Help in prioritizing incidents and tasks45%39%Better support and recognitionfrom senior leadership35%36%More PTO and vacation timeOther33%2%0%*New response option in 2020 surveyThe 2020 Devo SOC Performance Report: A Tale of Two SOCs21
Programs to train and retain analysts are critical toeasing their pain, reducing turnover, and improvingoverall SOC effectiveness.Seventy-six percent of all respondents say a defined program to trainand retain analysts is very important. But only 47% of respondents saythey have a defined training program. Among high- and low-performingorganizations, the differences are even more stark. Aligning withthe clear need to reduce analyst pain, implementing these types ofprograms is one way to help solve the analyst-pain issue.Figure 14.Do you have a defined program to train/retain analysts? *High PerformersLow Performers69%67%31 %Yes31 %No*New question in 2020 surveyThe 2020 Devo SOC Performance Report: A Tale of Two SOCs22
LESSONS LEARNED FROMHIGHLY EFFECTIVE SOCsWe identified certain organizations represented in this study thatself-reported as having achieved a highly effective SOC. Theseorganizations are better able to mitigate risks, vulnerabilities,and attacks.Of the 585 organizations represented in this survey, 290 respondents(50% of the total sample) self-reported a rating of 7 on a scale of 1to 10 that their SOC is highly effective. Eighty percent of respondentsfrom these organizations, referred to as high performers, say the SOCis essential or very important to their overall cybersecurity posture. Incontrast, only 64% of the lower performers say the SOC is essential orvery important.High-performing SOCs are more likely to be alignedwith their organization’s business needs.Seventy-three percent of high-performer respondents say their SOC iseither fully or partially aligned with business needs. In contrast, 63% ofrespondents in the low-performer group say their SOC is not alignedwith business needs.Figure 15.Within your organization, are SOC objectives alignedwith business needs?High Performers63%Low Performers43%30%25%27%12%Fully alignedThe 2020 Devo SOC Performance Report: A Tale of Two SOCsPartially alignedNot aligned23
High performers are more likely to have analystswith expertise.Yet, 34% of high performers still cite the lack of available analysttalent as a main barrier to successfully operating the SOC. In the lowperformer sample, 72% of respondents say the number-one barrieris a shortage of analyst talent. For both the high- and low-performinggroups, lack of visibility into the IT security infrastructure as well as turfand silo issues are significant barriers to success.Figure 16.What are the main barriers to successfully operating the SOC?Three responses permittedHigh Performers78%Lack of visibility into the ITsecurity infrastructure62%65%Turf or silo issues between theorganization’s IT operations and SOC63%49%Compliance with privacy and dataprotection requirements11 %34%Lack of available analyst talent72%31 %Compliance with internal policies andcontractual requirements7%18%Insufficient prrof points ormeasures of success6%13%Lack of leadership41 %9%Lack of executive-level supportOtherLow Performers37%3%1%The 2020 Devo SOC Performance Report: A Tale of Two SOCs24
High performers say the most time-consuming tasksfor security analysts are management of threatintelligence and malware protection and defense.Respondents in the low-performing sample say the most timeconsuming tasks are gathering evidence for incidents, incidentresponse a
SOC teams are handcuffed by limited visibility into the attack surface, which 69% of respondents cite as one of the primary causes of SOC analyst pain. The mean time to resolution remains unacceptably high. MTTR is one of the benchmark metrics for SOC performance, and the responses t
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