Moskovitz and Rosenstein quickly understood that if they were going to realize their vision for a better workplace, they would have to take a more active approach.
“We decided to treat culture as a product,” Rosenstein says.
He explained that instead of looking at culture as something that “just happens,” he and his cofounder realized that culture was actually something that needed to be carefully designed, tested, debugged, and iterated on, like any other product they released.
This means that representatives from all areas of the company meet regularly to reassess Asana’s values and design new ways to incorporate those values into every process at the company. Once a new process is “shipped,” an intense period of user feedback begins.
“We actively survey people anonymously, and during one-on-ones, we ask what’s working well and what isn’t working well. Based on that information, we go back to the company and say, here’s what we heard, and here’s what we’re doing to do about it,” says Rosenstein.