is the leader among many tour operators, with prestigious awards won every year. It is a strong brand that has already delivered 18 seasons of priceless experiences to its customers.
2 offices in Poland, remote managers located around Greece




The problem

Over the years, the company has transformed its structure many times during the scaling period and mergers of companies. As a result, communication became very complex. Eventually, that led to information silos and misalignment between the goals of each team and the board of directors.

Fortunately, the Grecos leadership had a very agile and modern approach to implementing changes and introducing new tools.

At some point, the CEO realized that the current approach to collaboration was no longer working. He understood that what took him from point A → B (small teams using older-generation communication tools & email) was not enough to get him forward from point B → C (informed, large departments with a common goal clear to all members).

The approach

The transformation was divided into 3 stages

Introducing an interdisciplinary process

Company-wide audit

Implementation of basic work management tactics in Asana

Stage 1

Introducing an interdisciplinary process

Before going all-in with Asana, the CEO decided to run a test

He wanted to check how this work management tool would handle a process that involved almost every department

That allowed every engaged member to understand:

This stage consisted of 3 steps


Modeling the process in the RACI matrix

A RACI matrix is the simplest, most effective means for defining and documenting project roles and responsibilities. Knowing exactly who is responsible, who is accountable, who needs to be consulted, and who must be kept informed at every step will significantly improve your chances of project success.

As the members of the process were unfamiliar with Asana at this point, modeling was done in Microsoft Excel spreadsheets.

It became a bridge between the old toolbox and changes about to happen


Mapping and adjusting the process to the Asana environment

Together with the management team and IT department, we focused on increasing communication efficiency, reducing unnecessary actions, and optimizing information shared between the right people with few clicks.


Implementation of the process in Asana

Now, the model became fully executable by implementing the whole workflow into the Asana information architecture.

During implementation, we reached several goals:

The result of this test

With such an agile approach, the CEO had a much easier decision to make, whether to introduce Asana to the whole organization or not.

People involved in this process became ambassadors in their teams in the following stages of the transformation: a company-wide audit and implementation of basic work management tactics in Asana.

Stage 2

Company-wide audit

Thanks to the growth mindset, the CEO of Grecos was open to hearing honest feedback from his employees

With that attitude, we had complete freedom in unveiling the real reasons for information silos and eventual roadblocks during the implementation of Asana.

We dug deep into each employee’s problems with a handful of questions. Answering them meant letting go of the ego at times but eventually giving a complete picture of the organization’s roadblocks.

We asked questions like:

That and many other questions led us to a list of problems to fix with priorities which to tackle first

The most important effect was reached, though — employees were eager to make changes to create a better workplace. When they shared their deep desires, they had a feeling of unity. And that focussed all on fixing communication issues and aligning each department’s goals.

Goals reached in this stage

Stage 3

Implementation of basic work management tactics in Asana

With the right attitude of organization members, we started the 3rd stage, where besides the obvious (implementing the tool — Asana), we had to overcome problems mentioned by members, like:

In a series of workshops and one on one meetings, members of each department learned how to:

Delegate tasks with the assurance of almost 100% commitment

Organize files inside and outside of Asana

Plan the day and manage personal tasks

In smaller group meetings, managers learned how to adjust the interface to coordinate multiple projects.

We used real-life examples of reports that were copy-pasted to the environment of each manager, further tailoring the knowledge to single-user needs.

Next, we discussed the empathetic way of assigning ad-hoc tasks going both ways (manager and team member) that led to a better understanding of everyday tasks, time estimates, and responsibilities of each person in the organization.

Now, the clarity of who is doing what and when led to much better workload management and eventually higher employee satisfaction

The most significant Return On Investment (ROI) was learning how to create and use task and project templates. This is the biggest accelerator in company growth because:

The end result

Transparent communication made goals known and clear for the whole organization, where everyone knows what to do and who is responsible for what without constant micromanagement.
Now, the client issues are solved faster, excursions that include multiple elements to synchronize (hotels, flights, staffing, local events, etc.) are much less stressful to put together, and there is a feeling of alignment between team members.

Case study isn’t enough?

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