Every entrepreneur knows this: innovation is essential. But a new plan that isn’t implemented is worth just as much as “no plan at all.” Perhaps that’s why the book *Strategy Execution* by change expert Jacques Pijl has been number one on the management bestseller lists for a few weeks now. Here are five compelling ideas from this book.

Adopt a “hidden agenda”

Change and innovation are essential. In every company. Otherwise, you have no future. But in the meantime, money is earned from what you do today. Pijl advises us to make a clear distinction between day-to-day work (run) and change. Here’s a simple system for this: an “A” agenda and a “B” agenda for every meeting. The “A” agenda covers day-to-day work. The “B” agenda covers innovation projects. Both require the attention of managers and employees—always.

Make a distinction

“Don’t turn change into one big, gray mess,” says Pijl. He distinguishes three types of projects. The first is about improvement: further developing the existing revenue and business model. Consider the launch of “VandaagNog” by Coolblue, where customers who order before 3:00 p.m. receive their items the same day. Then there’s renewal: radical changes within the existing revenue and business model. Like Amazon’s recent acquisition of the Whole Foods supermarket chain. And finally, innovation: the development of an entirely new revenue and business model. For example, Apple’s decision in 2001 to launch iTunes and thereby enter the music business.

Select “Sharp”

Most managers try to do too much at once. Their list of changes exceeds the company’s capacity for change. A first step is to “trim down” your Portfolio of initiatives, says Pijl. Don’t set up a separate project for everything; instead, if possible, simply incorporate improvements into your daily work. A second step is to strike a good balance between improvement, renewal, and innovation projects (see above). Strive for a balance between small changes that yield quick results and large, long-term projects whose outcomes are uncertain.

Form an “Execution Coalition”

To actually implement a new plan, different people must work closely together and take real responsibility. Pijl calls this the “Execution Coalition.” Who do you need, at a minimum? A member of senior management who bears ultimate responsibility; other members of senior management who are involved because the change also affects their portfolios; an experienced project leader; a team of implementers from within the company; and a line manager who ensures that the practical benefits (more customers, faster operations, etc.) are actually realized.

Schedule a Psychological Check-In

The people involved in a change initiative must not only formally take responsibility, but must also genuinely want the change, says Pijl. That takes time and effort. A phone call from the car is far too superficial to truly engage a colleague. You have to spend time together and clearly articulate exactly what you expect from one another within a change project.

“Strategy Execution” is an old-fashioned, hefty vacation read for managers: 363 pages. My advice: set aside a few vacation days to read it—and then actually do it.