I think this is a great recommendation, @Phil_Seeman.
If I may, in my experience, the true value of a division is it makes Asana more affordable for large organizations. In many cases you’ll find corporations offer a plethora of products and services to a variety of markets through a handful of operational models. In just as many cases, the supporting divisions that work on said products and services are completely siloed, by design, and there is no real loss due to such. In situations like that… “having a division allows for a hypothetical family-owned business to exist within a larger conglomerate.”
Where I wouldn’t advocate for divisions is when groups of people need to collaborate yet they become separated through this structure. The end result is either they don’t collaborate or you’re stuck paying for them to inefficiency operate in two places.