I am in the midst of launching Asana org-wide across my 600 person company, and unsure where to draw the line for what should be a team vs. a project/portfolio. On the one hand, I could make a single “Marketing” team, but that is over 100 people. On the other hand, I could make Creative, Deman Gen, Lifecycle, Partnerships, SEO and Strategy teams.
While the single Marketing team seems simpler, all the organic usage that triggered this adoption formed around even more finite versions of teams (e.g. partner development & partner operations).
Can anyone share their experience and how they thought about what it should mean to be a team? Has anyone regretted their decision and have too many teams, or have too few and wish you could break them up? Thank you!