1. Get people involved in using the right tools. Create hands-on opportunities to use new social business tools; provide one-on-one coaching and reverse mentoring and encourage leaders to model desired behaviors to signal social "permission"; and capture success stories through the use of social tools such as wikis, blogs and videos.
2. Apply traditional change management concepts to support transitions. Appoint a number of social business champions or subject experts to encourage and accelerate adoption; provide education about why this is important and what the guidelines are for using social media tools inside and outside the organization; and recognize desired usage and behaviors.
3. Incorporate social approaches to supporting the change. Develop user narratives and scenarios of possibilities provided by using social approaches; use social networking approaches to identify and engage with influence leaders; provide support to employees, partners and customers.
"The case for why more organizations are implementing social business practices comes down to sustaining their competitiveness and profitability in economies in which rivals, partners and customers are adopting new ways of conducting business," the report says. "More than simply using social media tools, we have entered a new period of fundamental transformation in the way work is done at all levels of the enterprise and across all organizational boundaries."
Kristin Burnham covers consumer technology, social networking and enterprise collaboration for CIO.com. Follow Kristin on Twitter @kmburnham. Follow everything from CIO.com on Twitter @CIOonline and on Facebook. Email Kristin at email@example.com