Recent research has focused on how organizations grapple with alternative versions of the
future and craft preferred ones. This paper investigates how managers imagine and protect
their preferred futures vis-à-vis different audiences within the organization. We draw upon
the secrecy literature to explore the role of concealment and revelation practices in future-making.
In organizational settings, secrecy has been found to foster creativity and innovation
by circumventing corporate norms and to be useful in situations that are contested and
subject to power games. Adopting a process perspective, we examine a large firm in the
industrial goods sector to understand how near and distant futures are sustained. Our
findings reveal that managers face a visibility dilemma. Over time, they use different
varieties of concealment and revelation to protect their preferred futures from the reactions
of different organizational audiences. Our study holds implications for emerging research on
future-making in large corporations and for research at the nexus of secrecy and
transparency in organizations.