The Case for Human-Centered SOC Design

The human cost of tool-centric design

Human-centered design borrows from user experience principles, focusing on how tools feel to the people using them. Leaders must understand how analysts work best, from prioritization, collaboration, and decision making under pressure, and design workflows and systems to support those behaviors.

For example, in one SOC I observed, a team had adopted five overlapping detection platforms over two years. Analysts spent hours reconciling alerts between systems, and automated playbooks often failed because each tool had slightly different data formats. To investigate incidents, analysts often had to do multiple searches across different tools, then manually integrate the data into a cohesive timeline. This led to investigation delays, missed indicators, and ultimately a near-critical security gap when an active threat went undetected for multiple days.

When security teams are overly organized and ruled by the tech stack, they can slow down SOCs, not threats. Analysts bounce between dashboards, reconcile conflicting alerts, and stitch together data that should already be connected. Splunk’s State of Security 2025: The stronger, smarter SOC of the future shows that 46% of security professionals spend more time maintaining tools than defending their organization. Over time, fatigue builds, investigations slow, and work that should feel engaging turns into busywork.

The end result? Analysts disengage or leave because their tools feel more like obstacles than support. Every departure increases costs to recruit and train replacements, drains institutional knowledge, and lengthens the time it takes for a team to reach peak effectiveness. That instability erodes resilience and leaves the organization exposed to threats for longer than necessary.

Even when teams remain intact, fragmented workflows increase the odds of missed signals, wasted effort, and costly security gaps. These outcomes are not the fault of weak tools or unskilled analysts, but the predictable result of systems designed without people in mind.

Four pillars of human-centered design

Building a human-centered SOC starts with understanding the analyst experience. How much time is spent chasing alerts or switching between tools instead of conducting meaningful investigations? Where are pain points, duplication, or bottlenecks? The answers reveal whether technology empowers the team or quietly erodes their effectiveness.

To help leaders translate this insight into action, CISOs can evaluate tools using four pillars of human-centered design:

• Usability: Does the tool integrate seamlessly into analysts’ workflows? Look for intuitive interfaces, logical navigation, and minimal cognitive overhead. Tools should reduce clicks, consolidate relevant data, and allow analysts to focus on high-value work rather than administrative maintenance.
• Integration: How well does the system connect with existing platforms and data sources? A human-centered tool eliminates silos, automates repetitive data stitching, and supports collaboration across teams. Integration reduces context-switching and accelerates investigation timelines.
• Flexibility and Adaptability: Can the tool support varied workflows and decision-making approaches? Analysts have different methods for triage, prioritization, and escalation. Tools that adapt to user needs rather than forcing rigid processes empower teams to be more effective under pressure.
• Measurable Impact on Analyst Experience: Beyond detection metrics, assess whether the tool improves workflow efficiency, reduces alert fatigue, and enhances analyst satisfaction. Surveys, observational studies, and usage data can reveal whether the investment truly supports human performance.

Beyond selecting new tools, leaders should regularly audit their existing stack. Key steps include mapping all tools against workflows, identifying redundancy, documenting integration gaps, and prioritizing upgrades or consolidations based on impact to analyst effectiveness and security outcomes. Evaluating each tool through these four pillars, both at purchase and during periodic audits, ensures investments strengthen the team, rather than creating hidden friction.

Strong security starts with people

Security is often described as a technology challenge. But fundamentally, it is a human one. A SOC built around tools alone will eventually buckle under the weight of its own complexity. Whereas a SOC built around people can adapt, endure, and thrive.

To get the most out of their organization, security leaders should  reimagine their teams not as a collection of tools, but as a system designed for the professionals who make it work. In the end, resilience doesn’t come from the tools you buy, it comes from the people you empower.

To learn more about how teams can eliminate inefficiencies and build a smarter and more automated SOC, download the State of Security 2025 report.