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Today''s almost mythical notion of the hero-leader demands that vision be a pre-eminent executive trait. Time and time again, if a corporate leader is successful, his or her vision is cited as the cause and lauded as the foundation of the leader''s greatness. Vision, however, is only one component of the strategic management process, and a myopic focus on it has led many organizations to pursue less than ideal strategies and objectives, as evidenced by many of the recent dotcom failures whose visions were powerful, but whose strategies were suspect at best. To be sure, an organization without appropriate vision is likely to fail, but too many companies have fallen victim to the idea that managerial vision is a substitute for a complete and effective strategic examination. At the risk of oversimplification, the process of strategic management can be reduced to three broad steps. To develop an effective strategy, executives must determine where the organization is, agree on where they want to take it, and establish a plan to get there. Too many leaders seem to think that their vision alone should set this strategic development in motion. I strongly disagree. In the strategic management process, vision isn''t the starting point - it''s a byproduct of competent analysis. Senior managers, please take note: Don''t sell your organization short. The strategic management process doesn''t begin or end with your vision. Strategy is a circular progression in which the starting and finishing line should be redrawn continually by a consistent, comprehensive examination of the various environments surrounding the company. Vision that lacks such a foundation can be dangerous. It is the collective insight that emerges from knowledgeable and capable analysis that makes you a true visionary.