Excellent article, eloquently expressed. One point I might elaborate on is that purpose can foster urgency as a side effect. While that intersection in the diagram seems nearly empty, it can be worth thinking what is there.

For example, I was in an early stage startup with just four senior engineers, where we openly and collaboratively discussed how we would launch with our first customer. This included both the why (is it better to rush? or build it carefully?) and the when. As a result, we all came to agree that we’d learn the most, and retire risk for the company most effectively, by doing it quickly and then iterating. Then it was fairly straightforward to plan what to do. We assigned roles, each took heavy ownership of our pieces, and launched it just three months of engineering effort, starting from almost no code. In this case, urgency arose from purpose, transparency, and ownership.