Monthly Archives: March 2012

The border as the space where experience with the outside is shaped. As an organisation you can extend your experience share by copying a proven concept (retail outlets,  goods) or by deepening and broadening the single experience (on-line interaction, a single production/service side).

This choice has organisational consequences. As have all the hybrid strategies that involve both directions.



Is the border a suggestion? A suggestion created by the composition of the various elements.

The implicit border can vary in the way it reflects the elements that constitute the organisation.

This has consequences in the way the organisation is perceived and how the outside agents interact with (parts of) the organisation.


Most organisation occupy some sort of physical space. To meet, to show, to entertain, to produce, to sell, to educate, to communicate.

Great buildings tell a meaningful story about the organisation and are more or less functional symbols of the organisation. Building are interesting artifacts that could help to define the organisation for the environment.

In that sense they can be beautiful and interesting border spaces to internally and externally engage people. And ugly.



The logo identifies an organisation. It makes very clear what is part of the organisation and what is not. And by that it emphasises the difference  and thus the border.

Products carrying the logo remain somehow, even when the customer has bought the product, in the mental reign of the organisation. The buyer is temporarily allowed in antechamber of the sacred world of the organisation.



There lures the nearly unavoidable tendency of organisation to make the personal space smaller by requiring some of personal for the good of the mutual.  The examples are numerous: brand image, peer pressure, budgets, procedures etc.

At the same time, the reason for joining organisation lies in expanding the personal borders. Together the view on the world broadens and the opportunities for mutual beneficial exchanges increase.