dell b2b: apt by brilliant noise
TRANSCRIPT
Advanced Persistent OpportunitiesSocial business and re-imagination
Dell B2B Huddle 2012@amayfield @brilliantnoisebrilliantnoise.com
APT:Hacktivists
Image (cc) Wikipedia
APT:Governments
Image Natanz Nuclear Facility - Google Maps
Advanced
“...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 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.”
Source: Damballa.com
Persistent
“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 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.”
Source: Damballa.com
Threat
“a level of coordinated human involvement in the attack, rather than a mindless and automated piece of code. The criminal operators have a specific objective and are skilled, motivated, organized and well funded.”
Source: Damballa.com
“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.”
image (cc) Annalisano | Flickr
Social media is a proxy for change
“It is an approach, not a technology”
image (cc) Wikipedia
Speech briansolis.com
- 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.
Leadership & PilotsCase study: Burberry
"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
Funnel to loyalty & advocacy
Image: The sales funnel model. Image: The Customer Decision Journey model
Model first published Harvard Business Review
Nokia is embracing customer-centric models
Bond
Advocate
Enjoy
Buy
Evaluate
Mckinsey & Co’s Consumer Decision Journey Model
Consider
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
- Build relationships: “This campaign was an investment, not a spend."
- 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?
Social at scaleCase study: Nike
Video Ignite the graph
Frameworks
Trajectory
GuidingPrinciples
Guidance notes
RiskPlanning
Measurement
Vision
Skills
Governance
Project management Legal
Policies
LiteracyEvaluation
Businessobjectives
Certification
Context
Systems
Social Innovation Camp model
Radical skunkworks?
Loose network
Discover: Problems & ideas
Design: Prototype & pitch
Launch & iterate
Text
- 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
CollaborationCase study: Haiti Earthquake
Talking to yourself (in public)
http://brilliantnoise.com/nokiapaper/