Pros
—Asana is a workplace, community, and family. There is a lot of trust around the work we do, and the way we interact with each other versus backstabbing, politics, and intentional miscommunication. My team really feels like a team. —Asana treats you as a human first, then employee. From the amazing benefits package (best health insurance of my life!), to the other-worldly perks (culinary team should get a Michelin star), there is also the expectation that you enjoy them and take advantage of them. They are realistic about the lives employees lead outside of work, and care about them. I've never been expected to —Empowerment is real. If I don't like what I'm doing, I can say so and expect a change; if I want to learn something new, it's as easy as scheduling a meeting; if I question what we're doing, I can ask and expect answers; if I want to say my real opinion, I can, and not fear the consequences; if I point out something crummy for women in the workplace, it's taken seriously. Sometimes you will be your biggest obstacle at work. —We take what we do seriously. From the facilities team, to customer success, everybody is so intelligent, motivated, and curious about what they do. This is a really talented work force that's very passionate about Asana.
Kontras
—We tout diversity but there are still many teams that play into exactly what you would expect (leadership is almost exclusively male; sales is very white male heavy; still not enough women in product; Latino/a/x's are virtually nonexistent). —There are many aspects of our culture that will not scale as we continue to grow, making it feel a little more like a traditional B2B SaaS workplace in some respects. Granted, we're still way ahead of the game, but at 500, 750, 1000 employees, I don't know that I'll come to work with the same "family" feel that I have now. —We're still figuring out how to operate between HQ and two remote offices. We're much more accommodating than before and move quickly to make improvements, but there's still strain and pain in working with and from remote offices. —We're really great at planning (e.g., roadmap week) but in the day-to-day, we aren't as good at managing priorities, incoming work, and making sure we're tackling the most important things. Maybe this is different for other teams, but for mine, there's more work to do. —Still engineering-centric in certain regards that can make Business/Ops teams feel less prioritized. But I think we're making improvements.