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Dell B2B: APT by Brilliant Noise


Published on

Slides from my talk at Dell B2B Huddle.

Published in: Business, Technology

Dell B2B: APT by Brilliant Noise

  1. 1. AdvancedPersistentOpportunitiesSocial businessand re-imaginationDell B2B Huddle
  2. 2. Re-imaginationand business
  3. 3. Things we’ve founduseful
  4. 4. Problemwaiting for the casestudies
  5. 5. The queen ofthe internet
  6. 6. The greatre-imagination
  7. 7. We can re-imagineeverything
  8. 8. Whattechnologywants
  9. 9. The futureis six monthsaway
  10. 10. Some peoplere-imagine theirmodelsall the time
  11. 11. Let’s talk aboutsecurity
  12. 12. Threat horizonsInternal threatsRisk reportsThreat assessmentsThe threat of threats
  13. 13. Advanced PersistentThreats
  14. 14. dunh dunhDERRR!!
  15. 15. APT:Organised crime
  16. 16. APT:Hacktivists Image (cc) Wikipedia
  17. 17. APT:Governments Image Natanz Nuclear Facility - Google Maps
  18. 18. What is anAPT?
  19. 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. 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. 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. 22. Being an optimistI wondered
  23. 23. AdvancedPersistentOpportunity
  24. 24. Social businessstrategy
  25. 25. There’s no such thingas the definitive socialbusiness strategy
  26. 26. Strategy is...
  27. 27. Strategy is...getting things done.
  28. 28. Strategy is...guiding rules.
  29. 29. Being two stepsin front of the herd.
  30. 30. Risky, but if you don’tyou don’t need to behere...
  31. 31. The StrategistCynthiaMontgomery
  32. 32. The StrategistCynthiaMontgomery
  33. 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. 34. Strategy isfluid.
  35. 35. Social media isthe context
  36. 36. Social mediais a proxy forchange image (cc) Annalisano | Flickr
  37. 37. “It is anapproach, not atechnology” Speech image (cc) Wikipedia
  38. 38. A journey thatoften starts in marketing
  39. 39. Social BusinessTECH Social Brand Social Marketing PEOPLE
  40. 40. StarbucksDellBurberryRed BullCoca-ColaBank of AmericaMarks & Spencer
  41. 41. Six BrilliantThings
  42. 42. LEADERSHIPMandate & licencefor change is clear.
  43. 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. 44. "To any CEO is sceptical: you have 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
  45. 45. It’s not “The Art of theTrench”that makes Burberry a greatdigital brand
  46. 46. It’s the mindset thatmade that happen
  47. 47. VISION &VALUESThey knowwhat and whothey are for...
  48. 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. 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. 50. PRINCIPLESHow they willoperate withsocial/digital.
  51. 51. Nokia’sprinciples
  52. 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. 53. Image (cc)
  54. 54. PILOT & SCALEWill to trythings, will toscale thingsthat work.
  55. 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?
  56. 56. 5FRAMEWORKS& GOVERNANCESystems toguide pioneers,connect keystakeholders.
  57. 57. Guiding Vision Governance Principles Context Guidance notes Business Trajectory Planning Risk Skills objectives Project Legal Evaluation Literacy management Systems Policies Measurement CertificationFrameworks
  58. 58. IBM’s investment model
  59. 59. IBM’s investment model
  60. 60. S-curves are hard work... ...just ask Facebook.
  61. 61. S-curves & businesscases
  62. 62. DIGITALLITERACYInvesting inskillls acrosstheorganisation. 6
  63. 63. NokiaSocializer
  64. 64. Social businessThe journey
  65. 65. Personal journeys
  66. 66. RedAnt journey model Traditional Experimental Operational Measureable Fully engaged
  67. 67. Starting the journey
  68. 68. Social Innovation Camp model Radical skunkworks?Text Loose network Discover: Problems & ideas Design: Prototype & pitch Launch & iterate
  69. 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
  70. 70. Talking toyourself(in public)
  71. 71. #colleaguesspendingqualitytimetogether
  72. 72. Re-imagine everything(or someone will do it foryou...)
  73. 73. Download the paper at htt://! nokiapaper © 2012 Brilliant Noise - All rights reserved