Conduct an image search for “IT security professional,” and I suspect the results won’t surprise you. Individuals, often alone in dark rooms, staring at screens transfixed by blue light holograms of code, tables, and locks. These images represent a stereotypical view of our industry.
Many outsiders – as well as insiders – view security as a domain for technical specialists who prefer burying their heads in code rather than engaging with business stakeholders. They’re not entirely wrong. Throughout my career in security, I've witnessed a persistent disconnect between security teams and the businesses they serve. This is exacerbated in the SAP world where SAP teams often operate independently from the wider IT function.
While we've made tremendous strides in developing sophisticated technical controls and frameworks, we continue to struggle with a fundamental perception problem: security as a siloed endeavor focused on guarding the business rather than a shared practice that fuels commercial success, agility, and innovation.
I firmly believe that this stems from a lack of focus on the ‘people’ element of security. Who comprises our teams, how we communicate, and our ability to engage as true business partners hold the keys to transforming security from a perceived blocker into an integrated business partner. This transformation is part of what we at Turnkey call "Digital Enterprise Resilience,” and it’s an essential part of our company mission.
Beyond Technical Stereotypes: Building Balanced Security Teams
The stereotypical image of our industry doesn't do us any favors. It also creates a self-perpetuating problem by attracting technically minded individuals while actively discouraging those with stronger communication and business skills from joining our ranks.
The result? Security teams that excel at identifying vulnerabilities but struggle to communicate their value in business terms.
In my experience leading security teams for over two decades, I've found that technical excellence alone isn't enough. Today's security challenges demand professionals who can:
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Translate complex security concepts into business language.
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Build relationships across organizational boundaries.
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Understand business objectives and align security initiatives accordingly.
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Advocate for security in ways that resonate with decision-makers.
This doesn't diminish the importance of technical expertise – we absolutely need those skills. But we need to complement them with business-focused communicators who can bridge the gap between security and the rest of the organization.
Addressing the severe lack of diversity in our industry – particularly the underrepresentation of women – represents an opportunity to bring in fresh perspectives and the communication skills we desperately need. By building more balanced teams, we can begin transforming how security is perceived and valued across the enterprise.
Building the Communication Bridge: Evolving from Specialists to Strategic Partners
Effective communication is the bridge that transforms security from a technical function into a strategic business partner. Based on our extensive work with global organizations, I've observed three distinct stages of maturity in how security teams interact with the business:
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Blocker: Security and business operate as separate camps with a helpful but often tension-filled relationship. Both sides are defensive about their territory, and communication typically happens only when necessary. The business perceives security as a necessary evil that prevents innovation and efficiency.
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Trusted Partner: The business side becomes more willing to engage with security, but the teams remain distinct and separate, much like a service provider and client relationship. Security professionals maintain their technical focus but aren’t integrated and actively involved in broader business conversations.
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Strategic Enabler: While still maintaining distinct expertise, both sides regularly collaborate, understand each other's priorities, and contribute equally. Security professionals actively engage with business objectives, and business leaders incorporate security considerations into their planning.
The financial impact of moving through these stages is substantial. When security teams evolve into strategic enablers, we've seen:
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Faster time-to-market for new products as security becomes integrated into development processes rather than a last-minute hurdle.
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Reduced operational costs through streamlined access management and right-sized controls.
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Significant license cost savings, particularly in SAP environments where proper role design can reduce the new FUE license requirements by up to 50%.
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Improved regulatory compliance with less business disruption.
Reaching this level of maturity requires security professionals to adopt a fundamentally different mindset. Instead of pursuing the theoretically "perfect" security position, they must work collaboratively to develop solutions that balance protection with business needs. This shift transforms security from a cost center into a value creator that contributes directly to business growth.
Education and Empowerment: Creating a Security Culture
While security teams must evolve, so, too, must the broader business. The wider organization needs to understand and embrace security principles as enablers of sustainable business performance.
One of the most revealing examples of this challenge involves access management. When a manager approves an access request, they're often answering a ‘trust’ question: "Do you trust me to have this access?" The easy path is simply saying "yes" without considering the implications.
What organizations actually need is:
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Employees who understand the security implications and only request access they genuinely need.
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Managers who make approval decisions based on informed risk assessment rather than personal trust.
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Security teams who design solutions with the goal of making these decisions easy to make.
This level of understanding requires much deeper engagement with security concepts than traditional ‘human firewall’ approaches provide. But when business users understand how security decisions impact business outcomes, they become active participants in creating a secure environment that drives rather than restricts performance.
The business benefits are clear:
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Faster onboarding as users receive appropriate access from day one.
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Reduced operational friction by eliminating unnecessary access requests and approvals.
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Lower license costs by preventing access sprawl.
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Improved compliance posture with fewer exceptions and violations.
Conclusion: Achieving Digital Enterprise Resilience Through People-Centered Security
The security industry is at an inflection point. To truly deliver value in today's business environment, we must move beyond viewing security solely through a technical lens and embrace a people-first approach that brings together all three elements of what we at Turnkey call our "three Ps" framework: People, Protection, and Performance.
Digital Enterprise Resilience – the capacity of an organization to withstand disruption and achieve business growth through well-aligned security and controls – is only possible when we address the human elements of security alongside technical considerations.
This transformation doesn't happen overnight. It requires:
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Diversifying security teams to include both technical specialists and business-minded communicators.
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Developing security professionals who can engage as strategic business partners.
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Creating organizational cultures where security principles are understood and valued by all.
Security isn't the first business function to undergo this type of repositioning. Finance and human resources have successfully evolved from purely functional operations to strategic business partners. Security can and must follow the same path.
Contact our team today to discover how we can help you achieve Digital Enterprise Resilience through a people-centered approach to security.
