Dell B2B: APT by Brilliant Noise
 

Dell B2B: APT by Brilliant Noise

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Slides from my talk at Dell B2B Huddle.

Slides from my talk at Dell B2B Huddle.

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Dell B2B: APT by Brilliant Noise Dell B2B: APT by Brilliant Noise Presentation Transcript

  • 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
  • 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
  • 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...)
  • Download the paper at htt://brilliantnoise.com/Ta-dah! nokiapaper © 2012 Brilliant Noise - All rights reserved