The Business Case for Investing in Custom Thank-You Notes

technology, and offering flexible subsidy programs to allow individuals to explore options and figure out what works best for their needs. • Embrace and harness the performance potential of technologies that touch. As has already been discussed, these are powerful tools for performance, but they have the potential for unintended negative consequences. Proactively harnessing these tools would entail deploying technologies in a targeted way with a tailored 

strategy specific to the work, workforce, and work environment. In particular, this might mean deliberate interventions to enhance group performance or to take on longstanding, intransigent problems. Organizations that choose the second path, that seek to proactively embrace and harness this trend’s potential, should take the following considerations as a 

guid  Get educated on the underlying science and methods for any tech under consideration, and develop a framework for how the measures targeted by these technologies relate to the objectives of your organization. That begins with better understanding what type of workforce you need—what behaviors, dispositions, and capabilities the organization needs—to support the business strategies and thrive in both the near and longer term. With those objectives in 

Which factors related to physiology

neurobiology, biochemistry, etc. are most significant for enhancing or degrading those objectives. In some cases, the science and research already exist to draw those connections, but individual performance and organizational performance are complex. While competitive cyclists may share an understanding of the benefit of increased VO2 on their race performance, researchers don’t yet have such robust evidence about how changes in CO2 

levels or heart rate variability directly affect the performance that matters in the workplace. • Design work and work environments that optimize for these factors and for the behaviors, dispositions, and capabilities the business strategy requires. Creating work environments that allow organizations and individuals to experiment with the tools that may enhance 

performance, and generate meaningful data and feedback to understand what is helpful or harmful for a given individual and use case.  Be selective—don’t layer on technology for technology’s sake. Improving human performance doesn’t necessarily require technology. If the organization can redefine the work itself to be more meaningful or aligned to the values and interests of the talent the company needs, that will likely have positive impact on the 

Emotional well-being and experience

of stress by the individual. The hoped-for result: less-harmful physiological Bresponses and better cognitive performance, social interaction, group connection, ability to learn, adapt and adopt new perspectives, endurance, and ability to access core human capabilities such as creativity, imagination, curiosity, and empathy. Similarly, redesigning the work environment, including management practices and systems, to be more congruent with this type of work 

and the desired behaviors can be expected to reduce physical, mental, and emotional stressors that hamper individual performance today. However, having changed what can be changed in work and work environment, these technologies can be deployed to ameliorate what can’t be changed (some types of work are stressful, friction—even productive friction—can be exhausting, and our lives will still prove challenging) and to give tools and insights to 

those working in an optimized environment to take their performance to new levels. • Deploy technology in a way that is least intrusive and most aligned to existing behaviors. Maximize the chance of success by choosing solutions and designing the environment in ways that are most likely to be adopted and used by individuals to move the needle on their own and their 

Group sperformance Implement solutions

for human performance that employ the best thinking from behavioral economics and human and organizational psychology, not just the latest technologies.13 Leaders looking to equip the workforce with performance-enhancing tools and technologies need to be thoughtful in selecting tools that don’t add more stress, distraction, or cognitive load. Some of the solutions coming out make good use of haptics— forms of visual or sensory feedback that don’t rely on 

voice, text, or standard smartphone interfaces.14 • Plan for emergence and evolution. Individuals will find value in different technologies and will combine them and develop practices around them in ways that uniquely support their needs and preferences. And as the technologies change and mature, and new ones emerge, so too will the opportunities to use them evolve. Avoid overspecifying. Reevaluate the way technology is deployed through the 

lens of how it affects individual performance, both in the immediate task and people’s ability to thrive more broadly over time. Ultimately, bias toward putting technology and data into individuals’ hands in ways that allow them to gain insight and improve and refine their own performance. As we shift from a world in which standardization and speed win the day to one 

Conclusion

oriented around people, where deep relationships and new value win the customer, it’s worth remembering that the goal is not to settle on one single approach or silver-bullet technology to empowinvestigated case study analysis, innovation theories, online marketing strategies, social media marketing strategies, technology advancement strategies, traditional marketing strategies, and online marketing strategies to help company leaders in California in raising 

profitability of small businesses. Consumers and small retail stores can benefit much from online marketing.One could argue that the basis of the digital economy is online marketing, Erdur (2016). Rogers (2003) saw how small business retail executives' value of online  marketing matched the principle of diffusion of innovations. I connected the success loped platforms (Frattini et al., 2014) with related existing material in this review. The objectivity of a 

diffusion model indicates the degree of an innovative idea among a particular collection of potential adopters (Andergassen, Nardini, & Ricottilli, 2017). On the other hand, expected technological innovation results cause ambiguity in the minds of possible users (Rogers, 2003). According to Aizstrauta et al. (2014), many angles of view help to reveal diverse ways of approaching dissemination of innovation. Thus, the diffusion of innovation is particular to 

the needs and organizational goals of leaders.Four fundamental predictors of success were found by Zhang et al. (2015) combining elements of (a) communication routes, (b) innovative  traits, (c) components of adopters, and (d) the social system. Zhang et al. also discussed mass media and interpersonal contact as means of understanding knowledge about new technology among people. Early adopters and innovators belonged to the social structur