I’ve read a lot of books on strategy. The best ones influenced my mode of operation as an executive of Jacobs Suchard, the maker of coffee and chocolate brands, Jacobs, Nabob, Toblerone, Suchard and Côte d’Or. I was devoted to master strategies and “big play” innovations that ideally positioned the company to dominate their chosen market(s) and enjoy sustainable competitive advantage. The philosophy begins with a mindset obsessed with the competition. It worked well for me in my 17 years at Jacobs Suchard, although I am the first to admit that we created just two blockbuster innovations during that time – both were technical in nature, and both were strategic and well-marketed. In hingsight, two big, game-changing plays was a damn good record.