The dominant “school” in strategy approaches agility as an analytical process that examines trends, prioritizes opportunities and seeks to position the business at the most fitting end of the market. The ultimate goal is to create/establish a position of power and a permanent competitive advantage that the company protects by investing in matching productive capabilities, infrastructure, distribution, branding, or in patents that stand as obstacles against current or potential competitors. For this traditional logic to succeed, it takes a market that changes predictably and consistently, and at a similar pace to the internal cycle of strategic planning. This strategic logic is reminiscent of a medieval military practice whereby an army sought to occupy a preferential geographical spot and fortified it by raising insurmountable obstacles to keep enemy armies away.