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 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
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 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
21. “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
33. “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.”
44. 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.
45. "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
46. It’s not “The Art of the
Trench”
that makes Burberry a great
digital brand
49. 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
50. 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
53. 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
56. 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?
72. Social Innovation
Camp model
Radical skunkworks?
Text Loose network
Discover: Problems & ideas
Design: Prototype & pitch
Launch & iterate
73. 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