Asana is an enterprise product aimed to help teams work together effortlessly. Teams of all shapes and sizes can manage projects, hit deadlines, and have clear responsibilties over their work.
As the first designer at Asana, I saw the company from pre-launch to over 140,000 companies actively collaborating on the platform everyday.
I was responsible for designing and launching the first paid product, as well as Organizations, which allowed large teams to work together more easily.
Organizations enabled teams within organizations to collaborate by adding more robust permissions, project organizational structures, and automated signup of new employees. Read more in this NY Times coverage of the launch
Both of these products are responsible for 10s of millions of ARR and a revenue growth rate of 2.3x in the last year.
As Asana grew in functionality, we were finding that the early simplicity of the product no longer held true. Users were having trouble finding features, and reported a general feeling of being overwhelmed. We had a vision of being a powerful and flexible tool, so we knew we needed to do something to make the experience more extensible to the features our users were asking for, as well as where we saw our business going.
Prior to emarking on a full redesign project, some of the larger company initiatives were struggling with creating a clear hierarchy within the current structure. We used these projects as the basis for understanding the needs of a new product architecture.
Two primary ideas came out of the ideation; the use of cards to create a more friendly feel, and the modular and tabbed page hierarchy to create a more robust structure.
The launch of the redesigned product was highly successful by any measure, even outside the impact of the visual change/rebrand.
A major part of the recent Asana Rebrand was the development of a clear design language that was representative of our new brand.
The design system had several goals that guided the work and ensured we stayed focused.
The design system was set to work across Product, Marketing, and Mobile, so it was important to involve the entire design team in the process.
While the design system will never be complete, documenting the language and having it available to the greater team had further reaching impact than we had expected.
As the first and most senior designer on the team at Asana, I was responsible for a large portion of the product features, updates, and overall direction. Included here is a smattering of my favorite features for which I was responsible.
While Asana was succeeded at capturing a large bulk of work conversations that happen about specific items of work, Conversations was aimed encouraging users to have less task-oriented discussions as well.
In response to a multitude of customer requests for completed tasks to stay on screen and in the the same list position, I did some exploratory research to discover a few different ways our users managed their lists. This lead to not only fulfilling that request, we also provided a more flexible yet simpler way to view both completed and incomplete tasks.
One of the largest feature launches at Asana, Organizations was aimed at medium to large businesses by providing more robust permissions, easier sign-up, and a stronger content hierarchy.