Most corporations view their surrounding landscape in this way, and the way that most of them choose to express their strategic intent are an indication of this. Another landscape contour is of two or a few peaks of relatively equal height. This way of interpreting our environment offers essentially the same challenges as a single-peak landscape because what sets precedent is reaching a peak, and each step is measured in terms of climbing toward a more optimum point. If a corporation is perceiving the landscape in this way, the participants of that corporation will have a shared intention of focusing solely on winning the game that is already underway. The feature of predictability and ability to know what is wanted is similar in this view of the competitive landscape to the previous one.
Landscapes can also be flat.
In this type of terrain, it doesn't matter whether or not you explore because any point on the landscape is equally suitable for survival, and no advantage can be gained by adaptation. Because most bureacratic businesses operate in this way, they manifest as tired and sleepy enterprises with little concern for intention, change, or challenge. Low investment of resources, time and attention into searching for new possibilities characterises these companies. These three might be considered landscapes of predictability. That is, their shape and characteristics are largely known, or believed to be known, and one's position in the landscape can be seen relative to the whole.