Neel Doshi

Co-founder & CPO
Neel is the co-founder of Vega Factor and co-author of bestselling book, Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation. Previously, Neel was a Partner at McKinsey & Company, CTO and founding member of an award-winning tech startup, and employee of several mega-institutions. He studied engineering at MIT and received his MBA from Wharton. In his spare time, he’s an avid yet mediocre woodworker and photographer.
Core strengths:
Enrapturing any audience with insight
Making big, scary ideas feel fun, light, and inspiring
Breaking even the coldest of ice with heartfelt goofiness
Core strengths:
Finding the needle of insight in a haystack of data
Fostering harmony in diverse groups of highly skilled people
Braveheart-style inspirational speeches
Core strengths:
Making complex ideas concrete and digestible
Creating environments where people can speak the hard truth without fear
Always finding the perfect sports metaphor
Core strengths:
Cultivating ideation and strategic thinking
Developing trusting, inclusive, and collaborative teams
Able to tolerate and out-wait long pauses motivating group participation or discussion contributions
Core strengths:
Unlocking creativity through structured thinking
Bridging communication gaps
Figuring out exactly what type of nerd you are and running with it

Latest research by Neel Doshi

Productivity

The problem with performance management - and how to fix it

In too many companies, too many people are stuck in a vicious cycle of endless meetings - to the point that in order to get any work done, they have to multi-task, paying little attention in most meetings. As a result of split attention, it becomes hard to get anything done in meetings, which typically spawns yet more meetings to pick up the slack. This burden is worse for a company's most skilled people, who tend to be pulled into every issue. Not only does this burn them out; it also means they have little time to develop their colleagues' skills. This dynamic is the direct result of the most common performance management systems. High performance in teams and organizations hinges on the frequency and quality of feedback loops. The "Law of Requisite Variety" suggests that systems must match the complexity of their inputs to perform well. Effective performance management should balance tactical and adaptive performance, ensuring both flexibility and alignment. To achieve this balance, organizations need high-quality, high-frequency feedback loops that motivate teams through play, purpose, and potential. Feedback should be mostly asynchronous to allow for deeper thinking and eliminate bottlenecks. Medium-form writing is effective for coaching and teaching first principles. By focusing on motivation, strategy, problem-solving, processes, and skills, organizations can create environments that drive sustainable high performance and adaptability in dynamic conditions.