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Advanced
Persistent
Opportunities
Social business
and re-imagination

Dell B2B Huddle 2012
@amayfield
@brilliantnoise
brilliantnoise.com
Re-imagination
and business
Things we’ve found
useful
Problem
waiting for the case
studies
The queen of
the internet
The great
re-imagination
We can re-imagine
everything
What
technology
wants
The future
is six months
away
Some people
re-imagine their
models
all the time
Let’s talk about
security
Threat horizons
Internal threats
Risk reports
Threat assessments
The threat of threats
Advanced Persistent
Threats
dunh
  dunh
DERRR!!
APT:
Organised crime
APT:
Hacktivists
        Image (cc) Wikipedia
APT:
Governments




     Image Natanz Nuclear Facility - Google Maps
What is an
APT?
“...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
Advanced   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 continuous
Persistent   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 a
Threat   specific objective and
         are skilled, motivated,
         organized and well
         funded.”




                   S u e Dma .c m
                    o rc : a b lla o
Being an optimist
I wondered
Advanced
Persistent
Opportunity
Social business
strategy
There’s no such thing
as the definitive social
business strategy
Strategy is...
Strategy is...
getting things done.
Strategy is...
guiding rules.
Being two steps
in front of the herd.
Risky, but if you don’t
you don’t need to be
here...
The Strategist
Cynthia
Montgomery
The Strategist
Cynthia
Montgomery
“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.”
Strategy is
fluid.
Social media is
the context
Social media
is a proxy for
change

                 image (cc) Annalisano | Flickr
“It is an
approach, not a
technology”
                  Speech briansolis.com

                  image (cc) Wikipedia
A journey that
often starts in marketing
Social
                            Business


TECH
                   Social
                   Brand


        Social
       Marketing


                   PEOPLE
Dell B2B: APT by Brilliant Noise
Starbucks
Dell
Burberry
Red Bull
Coca-Cola
Bank of America
Marks & Spencer
Six Brilliant
Things
LEADERSHIP
Mandate & licence
for 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 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
It’s not “The Art of the
Trench”
that makes Burberry a great
digital brand
It’s the mindset that
made that happen
VISION &
VALUES
They know
what and who
they 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 embracing
customer-centric
models
                              Consider




                        Bond

                Advocate                                                              Evaluate

                       Enjoy

                             Buy




 Mckinsey & Co’s Consumer Decision Journey Model


                                                   Model first published Harvard Business Review
PRINCIPLES
How they will
operate with
social/digital.
Nokia’s
principles
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
Image (cc) http://flic.kr/p/bJezvP
PILOT & SCALE
Will to try
things, will to
scale things
that 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?
5
FRAMEWORKS
& GOVERNANCE
Systems to
guide pioneers,
connect key
stakeholders.
Guiding
  Vision                                           Governance
              Principles



  Context                                       Guidance notes



                                                             Business
 Trajectory                 Planning     Risk                               Skills
                                                            objectives


                             Project
                                         Legal              Evaluation     Literacy
                           management



                            Systems     Policies          Measurement    Certification




Frameworks
IBM’s investment model
IBM’s investment model
S-curves are hard work...




         ...just ask Facebook.
S-curves & business
cases
DIGITAL
LITERACY
Investing in
skillls across
the
organisation.

                 6
Nokia
Socializer
Social business
The journey
Personal journeys
RedAnt journey model
               Traditional
            Experimental
              Operational
             Measureable
            Fully engaged
Starting the
    journey
Dell B2B: APT by Brilliant Noise
Dell B2B: APT by Brilliant Noise
Dell B2B: APT by Brilliant Noise
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 to
yourself
(in public)




http://brilliantnoise.com/
nokiapaper/
#colleaguesspendingqualitytimetogether
Re-imagine everything
(or someone will do it for
you...)
Download the paper at

          htt://brilliantnoise.com/
Ta-dah!   nokiapaper




          © 2012 Brilliant Noise - All rights reserved

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