Having global supply chains combined with global distribution networks is a reality for an increasing number of firms. The geographical boundaries cease to exist for these organisations. These organisations and their borders span the globe.
By doing so the boundaries become spread-out and as a result they may become very thin and vulnerable. This brings new design questions for the form and the management of that global borders and the global interactions that accompany it.
A focus on specific elements of the border that stand out in a global (and local) context could be a sensible strategy.