A strong Product Vision provides the Product Trio (design, engineering and product managers) healthy constraints around how to define value from a customer and business perspective.

It’s easier to scale with people rather than with process. When there is a strong product vision, people are more likely to be on the same page - they can understand what you are trying to do and why. 

A strong Product Vision inspires your team, stakeholders, investors, and customers. We want to work with 'missionaries not mercenaries' (because when the going gets tough, the mercenaries are out while the missionaries double down). 

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Your strategy is a plan to achieve your vision while including the business impacts you need to get there. The product vision is a benchmark against which you can evaluate your strategy - ask yourself, “Are we getting closer or further away from our Product Vision?"

​A strong vision is a starting point for leadership. Leadership is about taking people somewhere. A strong Product Vision also helps leaders avoid the trap of self-aggrandizement. The leader becomes a servant of an important vision, not an important leader who needs to be served

A strong Product Vision becomes an invisible guide helping people make every day decisions. Without it, your team is either asking you about everything or making decisions in a vacuum.

As Marty Cagan says in his book Inspired, "When done well, the product vision is one of our most effective recruiting tools, and it serves to motivate the people on your teams to come to

Many people struggling to choose between two great ideas don't think that the root cause of this inability to choose is a weak product vision. But having a strong Product Vision provides a rubric.