Dell B2B: APT by Brilliant Noise

AdvancedPersistentOpportunitiesSocial businessand re-imaginationDell B2B Huddle 2012@amayﬁeld@brilliantnoisebrilliantnoise.com

Re-imaginationand business

Things we’ve founduseful

Problemwaiting for the casestudies

The queen ofthe internet

The greatre-imagination

We can re-imagineeverything

Whattechnologywants

The futureis six monthsaway

Some peoplere-imagine theirmodelsall the time

Let’s talk aboutsecurity

Threat horizonsInternal threatsRisk reportsThreat assessmentsThe threat of threats

Advanced PersistentThreats

dunh dunhDERRR!!

APT:Organised crime

APT:Hacktivists Image (cc) Wikipedia

APT:Governments Image Natanz Nuclear Facility - Google Maps

What is anAPT?

“...operators behind the threat utilize the full spectrum of computer intrusion technologies and techniques. While individual components of the attack may not be classed asAdvanced 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

“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 continuousPersistent 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

“a level of coordinated human involvement in the attack, rather than a mindless and automated piece of code. The criminal operators have aThreat specific objective and are skilled, motivated, organized and well funded.” S u e Dma .c m o rc : a b lla o

Being an optimistI wondered

AdvancedPersistentOpportunity

Social businessstrategy

There’s no such thingas the deﬁnitive socialbusiness strategy

Strategy is...

Strategy is...getting things done.

Strategy is...guiding rules.

Being two stepsin front of the herd.

Risky, but if you don’tyou don’t need to behere...

The StrategistCynthiaMontgomery

“Whats been forgotten isthat strategy is not adestination or a solution.Its not a problem to besolved and settled. Its ajourney. It needscontinuous, notintermittent, leadership.”

Strategy isﬂuid.

Social media isthe context

Social mediais a proxy forchange image (cc) Annalisano | Flickr

“It is anapproach, not atechnology” Speech briansolis.com image (cc) Wikipedia

A journey thatoften starts in marketing

Social BusinessTECH Social Brand Social Marketing PEOPLE

StarbucksDellBurberryRed BullCoca-ColaBank of AmericaMarks & Spencer

Six BrilliantThings

LEADERSHIPMandate & licencefor change is clear.

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.

"To any CEO is sceptical: you have to...you have to create a social enterprisetoday....“If you dont do that, I dont know whatyour business model is in ﬁve years."Angela Ahrendts, CEO of Burberry http://gu.com/p/9p9g

It’s not “The Art of theTrench”that makes Burberry a greatdigital brand

It’s the mindset thatmade that happen

VISION &VALUESThey knowwhat and whothey are for...

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

Nokia is embracingcustomer-centricmodels Consider Bond Advocate Evaluate Enjoy Buy Mckinsey & Co’s Consumer Decision Journey Model Model ﬁrst published Harvard Business Review

PRINCIPLESHow they willoperate withsocial/digital.

Nokia’sprinciples

1. Consider the social opportunity in everything we do2. Engage in better conversations with more consumers3. Deliver personal experiences, be authentic, and earn trust4. Sharing is more important than control5. Deﬁne clear objectives from the outset6. Invest and commit to social presences

Image (cc) http://ﬂic.kr/p/bJezvP

PILOT & SCALEWill to trythings, will toscale thingsthat work.

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?

5FRAMEWORKS& GOVERNANCESystems toguide pioneers,connect keystakeholders.

Guiding Vision Governance Principles Context Guidance notes Business Trajectory Planning Risk Skills objectives Project Legal Evaluation Literacy management Systems Policies Measurement CertiﬁcationFrameworks

IBM’s investment model

S-curves are hard work... ...just ask Facebook.

S-curves & businesscases

DIGITALLITERACYInvesting inskillls acrosstheorganisation. 6

NokiaSocializer

Social businessThe journey

Personal journeys

RedAnt journey model Traditional Experimental Operational Measureable Fully engaged

Starting the journey

Social Innovation Camp model Radical skunkworks?Text Loose network Discover: Problems & ideas Design: Prototype & pitch Launch & iterate

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

Talking toyourself(in public)http://brilliantnoise.com/nokiapaper/

#colleaguesspendingqualitytimetogether

Re-imagine everything(or someone will do it foryou...)

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Dell B2B: APT by Brilliant Noise

by Antony Mayfield on Sep 24, 2012

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