title: [Book Sharing] The Strategic Idea Implementer - Be a good strategist, implement the leader's whimsical ideas, and become an indispensable right-hand man
published: false
date: 2025-09-30 00:00:00 UTC
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canonical_url: https://www.evanlin.com/reading-strategic-idea-lmplementer/
---
[](https://moo.im/a/01boCG "The Strategic Idea Implementer")
The Strategic Idea Implementer
Be a good strategist, implement the leader's whimsical ideas, and become an indispensable right-hand man
Author: Yusuke Shidara Original Author: Shidara Yusuke
Translator: Ya-Hsiu Chuang
Publisher: China Times Publishing
#### Purchase Recommendation Website:
- Readmoo: [Buy it here](https://moo.im/a/01boCG).
# Preface:
This is the 8th book I finished reading in 2025. I bought this book because I often play the role of "folding" in many projects within the company. So I wanted to see how the author describes this role.
## Outline
Yusuke Shidara, the new business director appointed by Gentosha President Toru Kenjo, and a key figure in building the highest-performing team with renowned editor Kosuke Minowa, shares his 20 years of practical experience as the best strategic idea implementer.
See how he went from a fresh graduate who aspired to be an editor, to accidentally starting as a small sales representative, and step by step using the "Strategic Idea Implementer Mindset" to become a director of Gentosha Comics and Deputy Director of the Editorial Department's Content Industry Bureau before the age of forty.
The origin of "Folding" and "Unfolding"
In the famous Japanese dictionary "Kojien," 【Unfolding a furoshiki】 (大風呂敷を広げる) means "to speak or act unrealistically, to talk big." Therefore, this book calls those who do this "Unfolders," meaning those who come up with work ideas from scratch.
And the 【Person who folds the furoshiki】 (風呂敷畳み人) is the opposite role. In the program "The Person Who Folds the Furoshiki Radio" hosted by the author, he calls them "Folders," referring to those who focus on ideas and ensure stable execution.
Peter Drucker said: Strategy is a commodity, execution is an art.
Learn the "Strategic Idea Implementer Mindset," accumulate execution power, and you can ultimately achieve your aspirations!
The Strategic Idea Implementer: Refers to those who concretely implement work ideas and steadily execute them. They can be considered the "strategist" or "right-hand man" beside the leader (Unfolder).
### 《The Strategic Idea Implementer》Key Points
This book uses the concepts of "Folders" (responsible for concretely implementing ideas and steadily executing, a strategist-type role) and "Unfolders" (leaders who come up with whimsical ideas) as its core, exploring the importance, role, mindset, and practical skills of Folders in the business field. The following summarizes the key points based on the underlined content, organized by chapter or topic subsection, focusing on definitions, roles, team management, communication, time management, and personal experience.
#### What is a "Folder"?
- Folders originate from the "Person who folds the furoshiki" (風呂敷畳み人), and in business, they refer to those who concretely implement the ideas of the Unfolder (the idea originator) and execute them steadily. Folders are the "strategists" or "right-hand men" beside the leader, responsible for transforming abstract visions into feasible actions.
- Why is the "Folder" so important? Many teams lack the practical ability and experience to concretely realize ideas, and even lack the talent to command. Folders fill this gap, ensuring the smooth progress of projects.
#### Resonate with the Unfolder's ideas and enjoy it
- Folders should show interest in the Unfolder's ideas from the beginning, becoming supporters rather than critics. Look for the interesting aspects of the ideas, thinking "maybe there's potential," and only then can you offer positive opinions from the heart.
- Those who come up with ideas initially resist negativity, so the Folder's primary task is to enjoy the process with the Unfolder, responding with support from the conceptual stage.
#### Support the Unfolder's ideas first, then make corrections as appropriate
- Before refuting or suggesting, first show interest in the idea and become an ally. This is the Folder's primary task, avoiding negation from the start.
- When the Unfolder asks for opinions, first express interest; then, make corrections to ensure the smooth development of the idea.
#### Strive to become the person who understands the Unfolder the most in the world
- The Folder is the person who can communicate most closely with the Unfolder and should become the person who understands the Unfolder the most. This helps drive the team and is the mindset that Folders should have.
- Become the Unfolder's strong partner and share secrets with them: show interest in high-risk ideas and work with the Unfolder to implement them; if the Unfolder is hesitant, listen to their heart and provide support as an ally.
#### Folders must be aware of and anticipate all risks
- Folders are responsible for considering all kinds of risks for the Unfolder before putting them into practice, allowing the Unfolder to focus on generating ideas.
- Seize opportunities and take control at any time: Folders can control the Unfolder during the implementation process, integrating ideas into the project. The exhilarating part is the moment of "successful counterattack" (metaphorically, not a real conflict).
#### Become a missionary and translator who promotes the Unfolder's passion
- As the person who understands the Unfolder the most, the Folder is responsible for translating the Unfolder's enthusiasm to team members.
- In addition to enthusiasm, it is also necessary to supplement with clear instructions so that frontline members can put them into practice. The Unfolder's vision is often vast and abstract; the Folder concretely conveys it, enhancing the team's execution power.
#### Become the person who understands team members the most
- Folders also need to become the person who understands team members the most, grasp the work situation and status of each member, and convey opinions to the Unfolder as appropriate.
- Usually, listen to the team's heart, arrange one-on-one communication regularly, and establish a "open communication" relationship (e.g., members share ideas privately first). Let members know that they are cared for and understood.
- The Unfolder orders "Do," the Folder conveys "How": The Folder guides members in the most appropriate way, improving team efficiency.
#### The most important thing in selecting team members is enthusiasm
- The key to building a team is "people." In the recruitment stage, prioritize gathering partners who resonate with the project. Skills are important, but "resonance" and "enthusiasm" are the keys to success or failure; people will do their best to realize their inner desires.
- There will never be a 100% perfect team: The larger the project scale, the more members, the more troubles appear (e.g., improving performance). You can use "foul" means (e.g., strong promotion) when you are young, but you need to rely on an excellent team.
#### Success is the merit of team members, failure is your own responsibility
- Bosses taking credit is a foul behavior, and Folders should not do this. The key to distinguishing a good boss: whether they make appropriate decisions and gain the trust of subordinates.
- A good Folder will definitely become a good Unfolder: Those who have been Folders have the skills to fully express their creativity. Author's experience: Served as a Folder in the long-term planning of the boss, and as an Unfolder in the e-book business; volunteered to be a Folder when creating a business with partners, and was a thorough Unfolder in "New Economy." Projects cannot do without Folders; when absent, they need to take on both roles, which is extremely difficult.
#### Column I Became a "Folder" Like This 4: Meeting a good boss and good comrades, achieving an excellent Folder
- Meeting a good boss (e.g., often asking "What do you want to do?") and comrades (e.g., Minowa) achieves an excellent Folder. Usually, exchange ideas about new businesses, form a team, and support each other.
#### Communication 1 Politeness is a "high CP value weapon" at work
- After asking for work, even for trivial matters, thanking is the key to building harmonious interpersonal relationships. It is even more important in emergencies; otherwise, the next time you entrust a task, it is easy to be rejected (emotions affect behavior).
- Greeting is a basic and worthwhile action. Greeting proactively and energetically in the company, day after day, makes interpersonal relationships more harmonious.
#### Communication 3 Understand the boss's true thoughts before executing
- After receiving instructions, do not just follow orders; you need to use your imagination to think about "what is the boss's purpose" and correctly interpret the deeper meaning.
#### Time Management 4 List to-do lists according to urgency
- First, divide into four categories, and then create a to-do list. If it is too trivial, it can be divided into three categories according to time sequence: "Now and immediately," "Later," and "Long-term."
- You can set up multiple pages for management, or use symbols to separate in a single list (saving page changes, clear at a glance, easy to move categories).
## Thoughts
First, let's define the role of "Folder" proposed here, which is a bit like a "Project/Product Promoter." They need to complete all related matters in product and project development and promotion, and be able to complete the work of the "Unfolder" (that is, the project initiator and main initiator).
After many years of work experience, you will find that many engineers are actually quite imaginative (I am too), but often very few can complete some daily trivial matters. This also causes many creative ideas or products to be stifled at the beginning, and many good ideas are rejected under the regulations of many companies.
But I am also a very stubborn person. If everyone tells me that something is not possible, if I think it is very important, I will run all the way up to the place where I can appeal as much as possible. That is, unless the company's senior management tells me that I cannot do it, or gives me a reason why I cannot execute it. Otherwise, I will not listen to the reply of a person who usually operates the end because they want to take shortcuts.
The book "The Strategic Idea Implementer" is a book about such a role, and I also hope that everyone who wants to "do things well instead of finishing things" can read it carefully.
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