At Asana, we’re big fans of reducing work about work—that pesky 60% of our workday that we spend on rote or duplicative tasks. Think of every time you’ve searched a document for a specific data point, spent precious time chasing for the right stakeholder or approver, or sat through a status meeting that could have been a written report. For team leads, reporting on work and sharing progress metrics is just another facet of work about work.

With Goals in Asana, teams now have a way to connect big-picture company goals to the daily work that supports those goals. But to help your team successfully implement Goals, you need a powerful and established change-management strategy to set your team up for success. Simply put, you need the Asana Way of Change. The Asana Way of Change implements change management best practices to help your team develop a roadmap to lasting change.

Every product leader’s dream is to build a hypergrowth product. But how do you get from a great idea to something your customers can’t get enough of? Recently, Asana Head of Product, Alex Hood joined Traction Conference to break down his playbook for hypergrowth, including how to design your product for delight and build a legendary product team. Here are seven insights from that conversation, plus a peek into how we go about solving our own product challenges here at Asana.

A decade ago, we created Asana to help the world’s teams work together effortlessly. Our mission continues to drive everything we do, because we continue to be inspired by the work your teams do.

If you had to guess, how much time do you think you spend on manual work? Looking back, it doesn’t alway feel like a lot, because “manual work” can take so many different forms: setting up documents, routing work, creating reports—the list goes on. But manual work is a huge contributor to work about work, the busywork that takes up 60% of every workday.

In the past six months, the world—and work—has changed dramatically. Priorities have shifted, teams that once sat together everyday are distributed, and ways of operating are different. As an organization, how do you maintain alignment between people and teams in this new environment? How do you sustain clarity about what your goals are and how to achieve them? Objectives and key results (OKRs) are one way of creating clarity in an organization.