What You Need to Know about the Security Operations Center Market in Switzerland
Managed security services providers in Switzerland are seeing success with the security operations center (SOC) model.
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Learn MoreThe need for effective cybersecurity strategies remains a priority as enterprises face ever-increasing complex cyber threats. Nonetheless, the conventional approach in which IT departments, especially Chief Information Officers (CIOs) and Chief Information Security Officers (CISOs), exclusively manage the procurement of cybersecurity software, is showing its limitations. A crucial shift is occurring: Cybersecurity is no longer solely the domain of IT but has become a strategic business imperative. Leaders across different departments, from finance to operations, must appreciate the indispensable role they play in guiding cybersecurity decisions. This Analyst Perspective explores the influences in cybersecurity software procurement beyond IT and security teams, highlighting the necessity for unified communication, collaboration and strategic alignment between technical needs and overarching business goals.
The IT department of any enterprise is integral to implementing and managing the execution of its data objectives, just as the finance department is integral to implementing and managing financial objectives. Few enterprises would allow the finance department complete autonomy to define financial strategies; however, too many enterprises allow the IT department to define data strategies. Treating data as a business discipline—rather than a technical one—is a critical component of delivering competitive advantage through investment in data processing, analytics and artificial intelligence. This can be facilitated by adopting the most appropriate organizational approach, depending on the data activity.
I am struck by the blizzard of software announcements this year describing new features for CX tools that are “agentic,” meaning autonomous tools take actions without (much) human intervention. Industry conversation about agentic AI has proceeded ahead of clarifying definitions and a sense of how it fits on a continuum of rapid AI development.
The 2025 SAP Ecosystem study for the U.S. observes that enterprise clients, like the previous year, continue to have a cautious and risk-averse approach to planning their migration from ECC 6.0 to SAP S/4HANA cloud. External factors such as economic headwinds and tariff conflict and technical factors such as limited reference business use cases, uncertain ROI, legacy systems to support technology such as generative AI (GenAI), longer implementation duration and data migration challenges have made the transition to SAP S/4HANA even more complex. Enterprises in the U.S. are reassessing their strategies for transformation to SAP S/4HANA. They are increasingly focused on an approach that guarantees minimal business disruption and cost-effective solutions. These enterprises are seeking service partners that can offer strong consulting capabilities for a seamless transformation road map. Clients in the U.S. want to assess the risks and implications of accepting SAP’s subscription terms and the future expansion of their ERP systems, leading to an increase in demand for robust risk management and change management tools and solutions.
As enterprises navigate their digital transformation journeys, several key trends are shaping the adoption and utilization of SAP solutions. Many businesses face difficulties constructing a robust business case for migrating from SAP ERP to SAP S/4HANA. Understanding the TCO for the initial years remains a significant hurdle, with organizations seeking more clarity and frameworks to evaluate potential returns and justify the transition investment effectively. While pressure exists to migrate to SAP S/4HANA, firms are taking a cautious approach globally to ensure business continuity and pace the timing of the migration to minimize impact.