Growing Cyber Talent Through Public Private Partnerships 2025

Defining public–private partnerships1 Each public–private partnership is inherently unique, shaped by the specific context, objectives and challenges it seeks to address. The World Economic Forum Growing Cyber Talent Through Public–Private Partnerships working group defined a PPP as a “collaborative and outcome-based effort whereby public and private organizations share resources, responsibilities and risks in order to advance a common goal, such as delivering a service or a project”. Put differently, it is a mutual exchange where both parties contribute valuable resources and gain essential benefits in return. Whereas traditional PPPs are often characterized by a revenue regime that ensures a source of revenue for the private actor to recover its investment, in the context of cybersecurity talent development, PPPs are often driven by a common goal of collaborative endeavour to achieve greater security rather than by direct financial profit. These collaborations manifest as efforts to design, fund and deliver joint programmes, where each stakeholder may provide financial support or in-kind contributions such as facilities, technology, expertise and personnel. Additionally, partnerships may provide branding, operational support and outreach capabilities, such as using their combined convening power to bring stakeholders together. In PPPs, public and private actors include: –Government agencies (e.g. government, ministries, national cybersecurity agencies, law enforcement agencies, etc.) –International organizations and development institutions –Businesses or for-profit organizations such as private companies (e.g. cybersecurity firms) –Not-for-profit civil society organizations –Public and private universities and training centres –Industry associations It is important to note that private companies vary in size and capacity, ranging from large multinational corporations to small and medium-sized enterprises (SMEs). While large companies may have extensive resources, specialized expertise and the ability to invest in long-term initiatives, SMEs often bring agility, innovation and niche expertise but may face financial or operational constraints. These differences can affect a PPP’s structure, as smaller firms may require additional support or incentives to participate effectively, while larger corporations might take on more significant roles in, for instance, funding or training. PPPs can be categorized as either strategic or opportunistic. Strategic partnerships focus on achieving broader socioeconomic outcomes and are carefully integrated into long-term strategies. Opportunistic partnerships, on the other hand, are often reactive and intended to address an immediate need. As such, they may lack alignment with broader strategies. Growing Cyber Talent Through Public–Private Partnerships 6