“To have a vision” is one of the most powerful — and most overused — expressions in modern business language.
It refers to the ability to imagine a future that doesn’t yet exist, and to act in alignment with it.

The concept comes from 20th-century leadership and management theory, where vision is not a plan, but a direction. Not a list of steps, but a sense of purpose.

In professional contexts, having a vision means connecting long-term meaning with daily decisions.
It’s what allows leaders to build value over time, not just manage the present.

A vision is not prediction.
It’s deep coherence — knowing where you’re going well enough to know what doesn’t belong.