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The effect of a boundary

Boundaries circle around areas with natural or man-made barriers such as rivers, mountains, turnpikes, fences, or walls. In addition, abstract borders are found in our minds – between ourselves and others, between disciplines, cultures, and miscellaneous ideas. These limits create identity by differentiating commonalities of one group, e.g., language or worldview, from others. Shared values and mutual connectedness convey trust and security. At the same time, the boundaries delineate responsibilities. Within the edged area, tasks, authorities, and responsibilities are clearly described. Eventually, the edges, or rather the assumed delimitations, lie in the eye of the beholder. Everyone set their sphere of influence. To have a consensual boundary, all involved must reveal their understanding and set a common framework.

Whether a boundary is viewed from the in- or outside and is known or accepted, or agreed, it affects in various ways. An area is delimited, enclosed, and ostracized by impassable, uni- and bidirectionally permeable edges.

  • Delimiting
    Nature separates with the shore the land from the sea, with the river the banks on this side from the other side, and with the mountain one valley from the other. Once humans draw the boundaries, they need a comprehensive description to be interpreted equally by everyone. Sciences are differentiated from one another by diverse jargon. Different intentions, activities, and outcomes distinguish fields of work. The more arbitrary boundaries are drawn, the vaguer interpretations of what does or does not belong to a field are. The distinct area creates clarity.
  • Enclosing
    Setting boundaries establish areas that belong together. Everything and everyone within the area is held together by what they have in common. Here, people speak a coherent language that implies a shared way of thinking, agreed rules are valid, and the inhabitants feel at home. Thus the scope is given, and everything outside this enclosure is the outside world – without distinguishing into additionally delimited areas. Countries, religions, or cultures set broad frameworks to have a lot of elbow space, which means that these enclosures are not perceived as a restriction.
  • Ostracizing
    As soon as an edge is drawn, one has an enclosed area that simultaneously excludes an outside world. This environment consists predominantly of indistinguishable areas perceived as alien, i.e., not belonging to one. The exclusion of the environment strengthens internal cohesion and protects against foreign influences and dangers. Not only nationalism and racism but also silo thinking and area egoisms in companies use fears and generalizations to ostracize the alien and strengthen one’s own identity.
  • Impassable
    North Sentinel Island is a forbidden island, completely isolated from the outside world. A missionary who entered the island was killed as an unwanted. Impassable borders lead to conflicts and a lack of understanding. If there is no exchange with the environment, myths and fake news arise. Japan and China were shut off for centuries from the rest of the world, which led to stagnation that was eventually resolved under pressure from outside. However, this continues to affect the special treatment of foreigners – when responsible professions in Japan (e.g., leading a nursing team) are still not allowed to be exerted by the third generation of immigrants. Globalization has dissolved economic and cultural boundaries. To ostracize, new barriers are raised – administrative and legal regulations and values and behavioral norms are supposed to protect one’s system by creating new, impassable barriers.
  • Unidirectionally permeable
    To strengthen one’s occupation, there is a strong interest in selling the own deliverables to the outside world – without, however, allowing the goods of the environment into the own market. In this way, one’s economy grows at the expense of others. Additionally, national languages and habits create insurmountable hurdles. For example, Japanese and Chinese managers can use their English skills to obtain information abroad. At the same time, most foreigners have little chance of using Japanese or Chinese sources because it is hard to understand the issues even with a lot of learning efforts. Unilaterally permeable borders inhibit Win-Win agreements.
  • Bidirectionally permeable
    Globalization became possible only after borders became permeable in both directions. The mutual access from and to the inside and the outside does not mean that, in addition, agreements and common rules have to be made, and common rules have to be set up. Through agreements, areas are created that are separated from the remaining environment. Here, as with all other distinctions, the common identity must be made. At present, the pendulum is swinging back to nation-statehood, as the effects have been exploited and the global race for resources and market share is now creating drawbacks for some regions – for instance, when the U.S. strives for cheaply manufactured goods on other continents, leaving its labor force empty-handed.

Bottom line: Boundaries determine the scope of laws and rules, value systems, languages, jurisdictions, spheres of influence, etc. Some barriers result from natural circumstances, such as rivers and mountains. Others are artificially established, such as boundaries of nations, belief and value systems, and corporate functions. They all have in common that they delimit, enclose and ostracize, and be impassable, unidirectionally, or mutually permeable. Above all, the artificial boundaries need clear stipulations of where they are, what belongs to them, and what does not. Just as societies can be divided into individuals, families, districts, municipalities, regions, countries, and continents, boundaries can be found in every imaginable size. In everyday life, it is advantageous to understand and use these operating principles of a boundary.

Public Relations follows the finalized product

In the Anglo-American world, venturesome investors endow start-ups. These founders develop their preparatory building blocks as good as it gets: the biz idea, model, and plan. The earlier investors get involved, the greater their RoI. For receiving funding, the start-ups must convince the financiers of their offer – without practical proof. The founders anticipate the expected biz development for early support, even though they do not have a finished product yet.

The possible funders should be convinced as early as possible to improve the preparation of the company. However, a vague idea is not enough, as many imponderables lead to exaggerated promises and expectations. Offerors need a conservative estimate of what, how much, in which ways, and to whom they can sell. Marketing is done for stakeholders (funders, partners, suppliers, professionals, and the public) once the following basics are described.

  • Solvent customers
    There is no deal without customers who are willing and able to pay. On the one hand, depending on the price range of the offer, those, who cannot afford it, are excluded. Start-ups cannot pay for an elaborate consultancy without respective funding. On the other hand, those, who do not get enough exclusivity, are also excluded even with a high price. In the case of luxury goods, the additional benefit of the extraordinary is more critical to specific clientele than the practical usability that is presumed anyway.
    Ensure that you achieve the required turnover with your clientele.
  • Shippable deliverables
    The deliverables, such as goods and services or a mix of both, should be prepared with the customers in mind. This starts with the design of the offering (including usage, manufacturability, quality criteria), goes through the various manuals, and ends with packaging (including sales, outer, and transportation packaging).
    Ensure that your offerings are thoughtful enough to deliver what you promise to customers.
  • Resilient workflows
    The more extensive your offering, the more diverse the required workflows are. It doesn’t matter whether and who performs them – internally or externally. In any case, you need the necessary processes (i.e., development, manufacturing, sales, after-sales, and supporting ones, such as purchasing, logistics, HR, IT). Goods are more dependent on smooth procedures than attendances since they depend on the commitment of the employees. With training and a supporting back office, you standardize your offering and solve most aspects on the fly.
    Ensure that your procedures are described in a printable way so that everyone is working on the same basis.
  • Capable employees
    The “simple” jobs are disappearing or will be taken over by “intelligent” machines. This means that the modern times of Charlie Chaplin are over. In the future, people will represent your company at the junctures to internals (between different departments) and externals (to customers, partners, and suppliers). In doing so, you will make the decisions that were reserved for the obsolete, higher levels. This requires sufficient knowledge and capabilities and, above all, soft skills.
    Ensure that your employees AND YOU are trained so that they can master the internal and external interfaces.
  • An intact infrastructure
    The required infrastructure does not start at the borders of your site. The external network connections (i.e., traffic routes, energy supplies, and telecom networks) must match and already be considered when choosing a location. Today, a product developer cannot work with 3D programs if there is no available broadband connection. Within your company, you need appropriate routes, such as inbound/outbound logistics, and storage space. Not to mention the digitization of the tasks. Your entire IT is affected (including internal networks, cross-functional systems, barrier-free access, also for external partners, and your web presence). This is true for a corporation and the small bakery with its cash register, ordering system, etc.
    Ensure that you have tested the relevant building blocks before the launch, that everything is ready for action, and the employees know their roles.
  • An operant public image
    Only now is the right moment to supply the advertising machine with content. Offers are priced based on described customer groups. The flows are harmonized. Employees can represent the company to the outside world. Your infrastructure works. Now, you can make achievable promises.
    Ensure that you have a simple, unified public image, without over- or understatements.
  • Resilient perseverance
    The most important comes at the end. The new biz is not yet at flight altitude when it starts. Revenues are not yet as high as targeted. The employees have not yet been trained. Many things are not working as desired. At this moment, everyone must work hard to improve the flaws. This requires an appropriate team spirit, servant leadership, and a strong commitment from everyone.
    Ensure that the employees’ commitment is maintained despite the difficulties during the ramp-up, and that errors are readjusted promptly.

Bottom line: The view of the market crier shows us a person who has already left all the preparatory measures behind him. The products are ready for sale, and he knows what to do. His cash register consists of a purse full of change. The mobile sales table can be set up anywhere – as long as he has registered as a flying salesman. All the components are in place when his stand opens. Hopefully, bystanders will be able to pay his prices. From now on, he can entice his customers with his external presentation because public relations follows the finalized product.