12. Threat horizonsInternal threatsRisk reportsThreat assessmentsThe threat of threats
13. Advanced PersistentThreats
14. dunh dunhDERRR!!
15. APT:Organised crime
16. APT:Hacktivists Image (cc) Wikipedia
17. APT:Governments Image Natanz Nuclear Facility - Google Maps
18. What is anAPT?
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 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
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 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
21. “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
22. Being an optimistI wondered
24. Social businessstrategy
25. There’s no such thingas the deﬁnitive socialbusiness strategy
26. Strategy is...
27. Strategy is...getting things done.
28. Strategy is...guiding rules.
29. Being two stepsin front of the herd.
30. Risky, but if you don’tyou don’t need to behere...
31. The StrategistCynthiaMontgomery
32. The StrategistCynthiaMontgomery
33. “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.”
34. Strategy isﬂuid.
35. Social media isthe context
36. Social mediais a proxy forchange image (cc) Annalisano | Flickr
37. “It is anapproach, not atechnology” Speech briansolis.com image (cc) Wikipedia
38. A journey thatoften starts in marketing
39. Social BusinessTECH Social Brand Social Marketing PEOPLE
40. StarbucksDellBurberryRed BullCoca-ColaBank of AmericaMarks & Spencer
41. Six BrilliantThings
42. LEADERSHIPMandate & licencefor change is clear.
43. 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.
44. "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
45. It’s not “The Art of theTrench”that makes Burberry a greatdigital brand
46. It’s the mindset thatmade that happen
47. VISION &VALUESThey knowwhat and whothey are for...
48. 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
49. Nokia is embracingcustomer-centricmodels Consider Bond Advocate Evaluate Enjoy Buy Mckinsey & Co’s Consumer Decision Journey Model Model ﬁrst published Harvard Business Review
50. PRINCIPLESHow they willoperate withsocial/digital.
52. 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
53. Image (cc) http://ﬂic.kr/p/bJezvP
54. PILOT & SCALEWill to trythings, will toscale thingsthat work.
55. 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?
66. RedAnt journey model Traditional Experimental Operational Measureable Fully engaged
67. Starting the journey
68. Social Innovation Camp model Radical skunkworks?Text Loose network Discover: Problems & ideas Design: Prototype & pitch Launch & iterate
69. 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