Thanks for this nice article, Anthony.
Indeed, I have also experienced better performance when the lines between roles can blur (people are allowed or even encouraged to step out of confort zone and create value in multiple ways) — led by a clear and powerful mission.
Also, I like to think of Product = Business + Design + Tech, and not a circle of it’s own.
I believe Product is nothing on it’s own (so I am hesitant considering it a circle by itself in the Venn diagram), and instead I see it as a combination of the 3 factors (including business), but not an equal (we could also argue that the other factors are not much in isolation too).
In that sense, I would rather have a circle called “biz”, but I would see product as the underlying tissue connecting all circles.
What do you think?