Design holds a complex role in product organizations, often muddled by labels like “product design.” The author argues that such terms can diminish the unique value design brings, positioning it as subordinate to product management. This hierarchy can lead to a narrow focus, where teams become overly committed to their solutions instead of genuinely addressing users' needs. The article highlights that while product thinking emphasizes user-centered problem-solving, it risks conflating roles, causing a "construct collapse" where designers and product managers overlap instead of complementing each other. The piece also stresses the need for a mature design capability that blends different types of thinking: deduction, induction, and abduction. Deduction helps teams prioritize based on clear data, while induction builds theories from less concrete information. Abduction, however, is crucial for innovation, allowing teams to envision new possibilities and ideas. The author asserts that successful collaboration among design, product management, and engineering hinges on a shared understanding of each discipline's purpose. Misusing the term "product" can lead to ambiguity, but when applied correctly, it can enhance focus and accountability within teams.