Abstract

Security convergence—integrating cybersecurity and physical security—has become a priority for organizations facing increasingly complex and hybridized threat landscapes. While convergence has been discussed in professional circles for over two decades, actual implementation varies widely, and academic inquiry into the topic remains underdeveloped. Convergence is often interpreted differently across organizations, leading to inconsistent adoption and execution. Despite the rationale for integration, many organizations operate cybersecurity and physical security as distinct functions, interacting primarily in reactive contexts. This study explores how convergence occurs operationally and identifies practical approaches organizations have found helpful. A mixed-methods design was used, beginning with a survey of 99 organizations across industries, sizes, and global footprints. The survey assessed the organizational structure and collaboration levels between cybersecurity and physical security teams. Results revealed a wide range of integration, from fully merged departments to siloed teams with limited collaboration. Organizations that had not formally converged often had physical security reporting at higher levels than cybersecurity. To complement the survey, 23 in-depth interviews were conducted with security operations professionals. These explored how convergence efforts were initiated, what challenges were encountered, and what practices contributed to success. Interviewees highlighted the influence of leadership, communication, and adaptable frameworks. Four best practices emerged. First, employee risk ratings were cited as effective in identifying insider threats. Organizations proactively flagged elevated risks and targeted responses by combining behavioral, technical, and compliance indicators. Second, decision matrices helped standardize operational responses across departments and ensured that physical and cybersecurity concerns were weighed. Third, fusion centers—from formal operation centers to ad hoc collaborative groups—enabled real-time coordination and integrated incident response. Fourth, a supportive organizational culture was essential. Where collaboration, trust, and shared goals were valued, convergence efforts were more successful and sustainable. This study positions convergence as a continuum rather than prescribing a single convergence model. Effective integration depends on an organization’s risk environment, leadership structure, and operational maturity. Convergence is not merely about merging departments; it requires mechanisms that support mutual understanding, joint responsibility, and coordinated action. As digital and physical systems become increasingly interconnected, convergence is imperative. The practices identified in this research provide a pragmatic roadmap for organizations aiming to enhance security, collaboration, and resilience.

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