Dell B2B: APT by Brilliant Noise
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Slides from my talk at Dell B2B Huddle.
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Dell B2B: APT by Brilliant Noise
- 1. Advanced Persistent Opportunities Social business and re-imagination Dell B2B Huddle 2012 @amayfield @brilliantnoise brilliantnoise.com
- 4. Problem waiting for the case studies
- 5. The queen of the internet
- 9. The future is six months away
- 10. Some people re-imagine their models all the time
- 12. Threat horizons Internal threats Risk reports Threat assessments The threat of threats
- 16. APT: Hacktivists Image (cc) Wikipedia
- 17. APT: Governments Image Natanz Nuclear Facility - Google Maps
- 18. What is an APT?
- 19. “...operators behind the threat utilize the full spectrum of computer intrusion technologies and techniques. While individual components of the attack may not be classed as Advanced particularly “advanced” (e.g. malware components generated from commonly available DIY construction kits, or the use of easily procured exploit materials), their operators can typically access and develop more advanced tools as required. They combine multiple attack methodologies and tools in order to reach and compromise their target.” S u e Dma .c m o rc : a b lla o
- 20. “operators give priority to a specific task, rather than opportunistically seeking immediate financial gain. This distinction implies that the attackers are guided by external entities. The attack is conducted through continuous Persistent monitoring and interaction in order to achieve the defined objectives. It does not mean a barrage of constant attacks and malware updates. In fact, a “low-and-slow” approach is usually more successful.” S u e Dma .c m o rc : a b lla o
- 21. “a level of coordinated human involvement in the attack, rather than a mindless and automated piece of code. The criminal operators have a Threat specific objective and are skilled, motivated, organized and well funded.” S u e Dma .c m o rc : a b lla o
- 22. Being an optimist I wondered
- 25. There’s no such thing as the definitive social business strategy
- 26. Strategy is...
- 27. Strategy is... getting things done.
- 29. Being two steps in front of the herd.
- 30. Risky, but if you don’t you don’t need to be here...
- 33. “What's been forgotten is that strategy is not a destination or a solution. It's not a problem to be solved and settled. It's a journey. It needs continuous, not intermittent, leadership.”
- 35. Social media is the context
- 36. Social media is a proxy for change image (cc) Annalisano | Flickr
- 37. “It is an approach, not a technology” Speech briansolis.com image (cc) Wikipedia
- 38. A journey that often starts in marketing
- 39. Social Business TECH Social Brand Social Marketing PEOPLE
- 41. Starbucks Dell Burberry Red Bull Coca-Cola Bank of America Marks & Spencer
- 43. LEADERSHIP Mandate & licence for change is clear.
- 44. Leadership & Pilots Case study: Burberry - Ambition set out by CEO to be a digital brand - Successes of pilots have led to a sophisticated in-house content team and social media approach - Community drives brand. Build community.
- 45. "To any CEO is sceptical: you have to... you have to create a social enterprise today.... “If you don't do that, I don't know what your business model is in five years." Angela Ahrendts, CEO of Burberry http://gu.com/p/9p9g
- 46. It’s not “The Art of the Trench” that makes Burberry a great digital brand
- 47. It’s the mindset that made that happen
- 48. VISION & VALUES They know what and who they are for...
- 49. Funnel to loyalty & advocacy Img : T es le fu n l md l. a e h a s n e oe Img : T eCs mrDc io J u e md l a e h u to e eis n o rn y o e
- 50. Nokia is embracing customer-centric models Consider Bond Advocate Evaluate Enjoy Buy Mckinsey & Co’s Consumer Decision Journey Model Model first published Harvard Business Review
- 51. PRINCIPLES How they will operate with social/digital.
- 53. 1. Consider the social opportunity in everything we do 2. Engage in better conversations with more consumers 3. Deliver personal experiences, be authentic, and earn trust 4. Sharing is more important than control 5. Define clear objectives from the outset 6. Invest and commit to social presences
- 55. PILOT & SCALE Will to try things, will to scale things that work.
- 56. Social at scale Case study: Nike - Build relationships: “This campaign was an investment, not a spend." Video Ignite the graph - Investment is key to Nike’s approach - systems, communities, models... - It is a services model as well as a marketing one: Nike Digital Sport founded in 2010. - What was the last Nike TV ad you saw?
- 57. 5 FRAMEWORKS & GOVERNANCE Systems to guide pioneers, connect key stakeholders.
- 58. Guiding Vision Governance Principles Context Guidance notes Business Trajectory Planning Risk Skills objectives Project Legal Evaluation Literacy management Systems Policies Measurement Certification Frameworks
- 61. S-curves are hard work... ...just ask Facebook.
- 64. Nokia Socializer
- 67. RedAnt journey model Traditional Experimental Operational Measureable Fully engaged
- 68. Starting the journey
- 72. Social Innovation Camp model Radical skunkworks? Text Loose network Discover: Problems & ideas Design: Prototype & pitch Launch & iterate
- 73. Collaboration Case study: Haiti Earthquake - Red Cross learned from Katarina disaster that loose networked groups could help its coordination - Ushahidi (Crisis Mapping), PeopleFinder and other networks formed an “assemblage” supporting the Red Cross, US Navy and Haitian government - Up-to-date maps created, resources and personnel allocated more effectively
- 76. Re-imagine everything (or someone will do it for you...)
- 77. Download the paper at htt://brilliantnoise.com/ Ta-dah! nokiapaper © 2012 Brilliant Noise - All rights reserved