Team Effectiveness Research

Seeking teams ready to experiment together
Discipline Team Effectiveness Research
Audience Product & Engineering Teams

Exploring how teams that build software can achieve greater effectiveness, performance, and fulfillment.

My name is Ojas. My career in the software industry has spanned 30 years, with a diversity of experiences across industries, organizations, and cultures around the world. I've worked as a software engineer, product leader, executive, consultant, and small-business owner.

To mark this milestone and a transition in my career, I'm turning my attention to something that has interested me throughout: what enables people to do their best work together?

I am researching methods to improve group fulfillment and flow in the workplace. I'm looking for leaders and organizations interested in exploring this with me—understanding what's working, identifying sources of friction, and experimenting with practical improvements.

The goal is to identify undervalued levers that unlock individual, group, and organizational effectiveness, growth, and fulfillment.

I'm looking for a small number of organizations willing to participate in this work. The engagement would begin with conversations, observation, and an assessment of opportunities, followed by practical experiments we can evaluate together.

If this resonates with you, I'd welcome a conversation.

Who this work is for

Teams that build, create, solve problems, and deliver—not management teams studying organizational performance. The team doing the work is the unit of inquiry. Leadership may participate, but the focus is on practitioners and the conditions that help them thrive.

Term Signal
Practitioner Teams People directly engaged in doing the work
Delivery Teams Cross-functional teams responsible for producing outcomes
Product Teams Engineers, designers, and product practitioners building products
Engineering Teams Clear software focus, but potentially excludes design and product
High-Performing Teams Emphasizes results, but doesn't distinguish makers from managers
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