Design maturity in product organizations goes beyond just usability. Many companies mistakenly equate design solely with interaction and surface-level aesthetics. This narrow view limits the potential impact of design, which can contribute much more to strategic decision-making and idea management. The author points out that while design shouldn't dominate every decision, its inclusion in strategic discussions is vital due to designers' unique ability to generate and manage ideas effectively. The article outlines three hypothetical teams tackling a project in a complex, ambiguous environment. Team A uses a detailed PRFAQ to create a narrative centered around users, which helps align stakeholders but risks presenting a false sense of certainty. Team B opts for an Opportunity Solution Tree (OST), allowing for collaborative exploration of opportunities based on data and user conversations. However, this approach struggles with representing real user experiences and can become unwieldy. Team BBC improves on this by developing an Opportunity Service Map, which combines elements of the OST with a service blueprint, providing a clearer visualization of customer experiences and the systems behind them. This method emphasizes empathy and collaboration, showing how effective design practices can lead to better outcomes.