Business as Mission: An Expression of Biblical Integrity

by Mike Baer

The word “integrity” has been bandied about so much over the last decade or so that it has practically become meaningless. Politicians are described in their self-serving advertisements as men or women of “integrity.” We like the word. It’s right up there with “tolerant”—another empty term. In fact, who could argue with someone who was tolerant and had integrity. He or she would be a postmodern super hero.

Unfortunately, we don’t think about words much any more. We don’t dwell on what they mean. As a result, we lose the richness and power of a great concept. So, in this article, I want to spend a few moments unpacking two dimensions of integrity, especially in the context of Business as Mission.

Integrity and Ethics

When I first began teaching business in the Former Soviet Union twenty years ago, the first hurdle I had to overcome was establishing that business was legitimate in the first place. Most people viewed business as inherently corrupt and dishonest. Today’s America has very much the same opinion. And why not? We hear constant news flashes of another scandal in Apple’s China factory or fraud in CitiGroup’s financial products or theft on Wall Street, or…ad nauseum.  It is erroneous to confuse business with the business person. The person is corrupt but business is not. Nevertheless, few think that deeply and so they condemn all things business as dark, greedy and devilish.

Read more

Is Business As Mission Disruptive Innovation?

by Larry Sharp

A disruptive innovation is an innovation that creates a new market and value network and eventually disrupts an existing market and value network, displacing established market leading firms, products and alliances. The term was defined and phenomenon analyzed by Clayton M. Christensen beginning in 1995.1

BAM takes into consideration, the human condition of poverty and pain (both spiritual and physical) with the creation of a profitable business which creates jobs, which in turn creates wealth (a Biblical value stated in Deut. 8:18). It links that with the goal of making followers of Jesus and with the importance of wise use of human and natural resources. In summary, Business as Mission (BAM) at its core has a Quadruple Bottom Line: 1) Profit and Sustainability, 2) Job Creation, 3) Followers of Jesus, 4) Stewardship of Resources.

So how might this be innovative and how might it be disruptive?

First look at some well-known disruptive innovators. Jeff Bezos did not just improve book sales when he started Amazon. He disrupted everything – speedy book deliveries, then other products to become the world’s largest online shopping retailer. His latest disruptive talk: drones and space warehouses. His mantra, “if you are going to invent, you are going to disrupt.”

Looking back a few decades, some of us can remember the advent of the transistor radio. People first thought of them as Japanese junk, with poor quality, but they were portable and teenagers could take them to the beach easily. Gradually the sound improved and the product totally disrupted and made redundant the old cabinet radios.

I remember when a visitor showed up at our school in Brazil in the early 1970s with a portable calculator. Our bookkeeper was using a manual adding machine which did the job but was big, clumsy and noisy. I took the leap of faith and asked to purchase this calculator from the visitor before he left the country. I paid $180.00 for what today can be bought in Wal-Mart for $5.99. Portable calculators were disruptive because they did not just improve on existing technology, they disrupted it by introducing simplicity, convenience, accessibility and eventually affordability.

Perhaps one of the biggest examples of disruptive innovation is the development of the personal computer, when the big main frames ruled the day in the 1960s-70s. Even the chairman of IBM, Thomas Watson is famously quoted: “I think there is a world market for maybe five computers.” But the personal computer formed a niche market that appeared unattractive and inconsequential at first but eventually the new product completely redefined the computing industry.

Mobile phones – the same story. The idea is that the historic technology and industry concentrates on improving their product while the innovative disruptors focus on the bottom end of the market tapping into new customers with new and different needs. They create new demand and find overlooked customers. Think Blockbuster and Netflix.

Back to the question: Is Business as Mission disruptive innovation? BAM spokesperson Mats Tunehag likens Kingdom Business today to a 21st century reformation. The Protestant Reformation was disruptive in that it focused Jesus followers on simpler easier forms of faith – reading their own scriptures, the priesthood of individual believers and faith over works as the way of salvation, among other things.

So perhaps BAM is disruptive in the following ways:

Business is returned to its rightful place as the only institution which creates wealth in society; it is not government, nor education, nor health care and not the church. All of these, as good and important as they are, consume wealth. Business creates it. And it is ordained by God.2

Business is the modern means ordained by God to address the issue of poverty. It creates wealth through job creation and gives dignity, honor and empowerment to individuals, families and communities. Jesus gave the Great Commandment requiring believers to love God and love their neighbor. Today loving our neighbor is creating a job for him/her and this becomes the modern equivalent of feeding the five thousand, or healing the leper. BAM is what Jesus would do today.3

Business and faith are easily integrated. Business leaders are together with people many hours each week so the principles of faith can be lived out in the marketplace of life. In most cultures, people learn by observing and doing and when it comes to knowing Jesus, one learns by observing a Jesus follower living and acting like Jesus in every life. Dale Losch in his book A Better Way, talks about living and loving like Jesus.

Whereas most of the 20th century became accustomed to outsourcing missional work to the professional clergy, Business as Mission is a reformation. It is the work of all believers in the workplace, not just the clergy, or those paid to be missional with their faith.

BAM is innovative in that it is cost effective. It does not require an endless infusion of charity monies which often become toxic by creating dependency and destabilization. It addresses issues of declining mission funding, and “America first” perspective.

Today Business as Mission and related means such as Tentmaking4 are disrupting the market. They have the potential (as the little guy at the bottom of the market) to replace the multi trillion dollar aid industry, and make the traditional mission professional mission groups redundant in much of the world.

Business as Mission is making the product (Quadruple Bottom Line) simple, accessible, convenient and affordable. It is not just improving on what has been done in the past; it is disrupting things in modern times by returning to an old order of “faith without works is dead”, creating wealth and promoting dignified sustainability. In one sense it is an ancient idea; but because it has been largely lost, it may be considered innovative, and certainly disruptive.

 

1   – See more at: http://www.christenseninstitute.org/key-concepts/disruptive-innovation-2/?gclid=CMTS6OL_8dECFQaVfgodUtoILw#sthash.CKUPSk41.dpu/

2 Deut.8:18 “But remember the Lord your God, for it is he who gives you the ability to produce wealth.”

3 https://www.youtube.com/user/povertycure

4 Tentmaking is mission done in accordance with the model of the apostle Paul. He was a tentmaker by profession, and made a living through his work when he was on his mission journeys (Acts 18:3, 1 Cor 9). Today the ‘tentmaking’ label is used to describe everyone who seeks to serve God in other cultures through his or her profession. It includes business people, professionals, and students bringing the “Good News” onwards to new places. https://www.lausanne.org/networks/issues/tentmaking

 

Larry Sharp is the Founder and current Director of Strategic Training and Partnerships of a Business for Transformation (BAM, B4t) consulting firm, International Business and Education Consultants (www.ibecventures.com). Larry served 21 years in Brazil and then 20 years as Crossworld VP of Operations and as Vice President of Business Partnerships. He is currently a VP Emeritus and consultant with Crossworld. Since 2007 he has devoted energies toward Business as Mission (BAM) and currently is a consultant on BAM and education themes. Larry travels within North America speaking and teaching in conferences, colleges and churches on themes related to Business As Mission (BAM, B4t) and missions.  His travels abroad relate to BAM, crisis preparation and management, and team building. 

 

 

Are You Really a Second-Class Christian?

By Dave Kahle

For much of my Christian life, I’ve struggled with a difficult and painful image of myself: I was a second-class Christian. No one ever said that to me in so many words, but a certain belief permeates our Christian culture so deeply that few Christians would ever question it:

Real ministry is defined by the time you spend in the official efforts of the church to evangelize the lost and edify the saved. This is the work that God is interested in, that He considers most important, special, and significant.

By accepting this false belief, our fruitfulness is hindered by shrinking and distorting our views of what we and our businesses can be. As a result, millions of Christians, like myself, lead lives that are far less productive than God wants. And hundreds of thousands of businesses are hampered in achieving their full potential. And that means that the Church’s influence and impact is light years away from that which it could be.

Here are some ways this belief is expressed in Christian culture:

A client recently told me that one of his salespeople left the company to go into full-time ministry. The implication was that the former employee merely ‘made a living’ when they worked for my client; now they did ‘real’ ministry – that work that is only in the context of the church.

Read more

Consequences of the Business as Money-Giver Mentality

By Dave Kahle

“Our business should just make money so that we can give it away” – that’s the message our contemporary evangelical culture teaches us. Those who look for a higher purpose in their business may find this message easy to accept but is this message actually short-sighted and missing the mark on all God has for Christian owned businesses?

There are books written advocating that the sole purpose of a business is to make money to fund religion. What if God has a much larger and full purpose for business? It is easy to conclude from the Biblical theme of giving that the sole purpose of our businesses is to give. And besides, it feels good and gives great CSR standing in the community! With so much support for the idea, it’s no wonder that most Christian business people believe it.

But is our perspective skewed?

Could it be that this giving paradigm, that feels good and seems reasonable, is actually hindering our growth and thwarting the growth of the Kingdom?

If we could unleash the potential of Christian owned and influenced businesses to see themselves as powerful entities in the Kingdom with multiple bottom lines (Social, Spiritual, Economic, and Environmental) as opposed to merely a Kingdom check-book, we could turn the world upside down. Here are some consequences of the short-sighted view of the Business as money-giver paradigm.

Consequences of the business as money giver paradigm

Consequence #1:  It elevates money to the highest priority in business.

By stating that the purpose of a business is to make money so that you can give it away, money is elevated to the highest priority in business. Now, all of the other purposes of a business — to provide community, to develop future leaders, to bless communities, to demonstrate the fullness of Christ, etc. (find the full list in The Good Book on Business) — slide down the scale and become subservient to the quest to make money. While a business should make money, that is not its highest calling. A business only achieves its potential when it steps out of the money-is-everything mentality.

Read more

Beliefs on Wealth Creation

by The Lausanne Movement and BAM Global

Wealth Creation is Rooted in God

The Bible makes a bold claim, namely, that wealth creation is rooted in God the creator. He is the ultimate source of all wealth. Genesis 1:1 declares, ‘In the beginning God created the heavens and the earth.’ And Genesis 2:1 notes that the creation of the heavens and the earth was completed on the sixth day. ‘God saw all that He had made, and it was very good’ (Gen 1:31a). The word in Hebrew that is translated ‘very good’ is closely related to shalom which is normally translated as ‘peace’, but also means completeness or wholeness, wholeness of the individual person, wholeness of human interactions with one another and wholeness of relationship between humankind and all creation.

The goodness of his creation is celebrated in Psalm 104, which provides a kind of mind map of creation starting with God (vv. 1-4), then moving to the earth (vv. 5-9), provision of productive resources (vv. 10-13), relationship between man and creation (vv. 14-26), relationship between created beings and God (vv. 27-30), and acknowledgment of God the Creator (vv. 31-34).

God created humanity ‘in our image, according to our likeness’ (Gen 1:26a) and delegated to humanity a co-creation role. In Genesis 1:28 this role is specified as to ‘Be fruitful and increase in number; fill the earth and subdue it. Rule over the fish of the sea and the birds of the air and over every living creature that moves on the earth’ (see also Ps 8:6-8). In doing so, God did not transfer ownership (see Ps 50: 10-12).

Read more

Are Our Beliefs Stunting Our Businesses?

By Dave Kahle

“For my whole life, I was led to believe that we were the richest country on earth. Now, I see that we are the poorest. It’s like my whole life has been wasted.”

This comment comes from John, the 80-year old father of one of our Albanian foster children, who was visiting the USA and our home for the first time in his life. He had lived his whole life under the communist government of Albania – one of the most oppressive in the world — and was now venturing out of the country for the first time. We couldn’t help but feel for him. He had been led to believe a lie, and that belief shaped his actions and his attitudes, and organized his life. Now, at an age where there was little to be done about it, he regretted his life lived in accordance with a belief that turned out to be false.

While not nearly as poignant and heart-breaking as John’s experience, we all allow the same thing – false beliefs – to impact our thinking and therefore, our businesses and our lives.

For the past 30 years, I have served as a sales consultant, trainer, and speaker. I have worked with at least 459 businesses and served thousands of others in seminars and speaking engagements. In all of this experience in the trenches, I’ve made some observations about what it takes to build a successful, thriving business – and what hinders the growth of those businesses who have the potential for great things, but languish in mediocrity.

Read more

Damaging Beliefs About Work and Missional Calling

by Larry Sharp

In recent years I have taken notice of what pastors have stated on topics related to Business as Mission (BAM), the theology of work and the Great Commission. Here are some comments which give me particular concern and have caused me to wonder how typical they are or if they are part of the cause for the slow growth in the BAM movement.

I was part of a workshop at a BAM conference designed for pastors with about 30 in attendance. At one point after much had been presented and then discussed by the group, one pastor remarked that he was not in agreement with some things because “after all work was a result of the fall of man.” I was shocked, and wondered how long it had been since he read the book of Genesis.

The truth:  God is a God of work demonstrated in the creation of all things, and then He gave a job description to the earth’s first human inhabitants.

 

When I lived in Pennsylvania, I was part of a mid-sized church and a member of the missions committee. We organized a week-long conference each year and many of the 70+ missionary units were in attendance. A special speaker was always invited. One year on the first night, the pastor got up to introduce the mission speaker like this. “It is a privilege to have Mike Sullivan share with us this week. He trained as a Biochemical engineer and worked in that industry for six years until God called him to a higher calling. He then served in Indonesia and is now president of Mission XYZ. Welcome Mike.”

Of course, people clapped in appreciation for Mr. Sullivan and his response to God’s call. I did not clap and I have changed the names and places because of the unbiblical nature of the introduction.

The truth:  Religious “ministry” is not a higher calling but God wants all believers to use their God-given capacities for His glory and that is their highest calling. There is no spiritual hierarchy.

 

I was invited to give a full-day Saturday seminar in a nearby church. About 40 people attended including the pastor. He listened carefully but did not contribute to the discussion opportunities. Shortly after I arrived home, I received a phone call. Pastor Dave invited me to come to his study on Monday morning. I welcomed the opportunity to talk further on these topics.

I was not long in his office when Pastor Dave stated cogently and clearly that he did not believe I was doing the right thing and the Great Commission was not given to business people and laymen. He said God called special people for the role of apostles and missionaries and the spread of the Gospel was their “calling”.

I left that office discouraged and saddened, until later in the day when business people started to call me inviting me to share with other groups and to talk about how they could get involved.

The truth:  The Great Commission was given to all believers and is not the purview of the clergy class.

 

When I am asked to be part of a training weekend or series of seminars in a church, I prefer if the senior pastor is in attendance and if that is impossible at least one of his associates should be there. One time when I inquired about the pastor’s whereabouts after we had discussed his coming, the missions pastor said that the senior pastor declared to him that “BAM is just a fad and it will soon pass”, and will not be attending.

The truth:  This pastor is the precise person that needed to attend because BAM is not a fad, it the re-discovery of how the gospel spread in the first century, where the everyday believer lived his relationship with Jesus in the marketplace of life, for the glory of God.

 

It was the Sunday for dedicating the new missionaries who were heading to Central Asia. The couple gave a few words and several people came forward to lay hands on the young missionaries. The pastor concluded with his prayer of dedication with a clear reference to these special people who were “called to full time ministry”. In talking later with people in the church I realized that all of God’s people in that church were not expected to be in ministry. The unbiblical sacred-secular dichotomy was alive and well.

The truth:  There is no full-time ministry and part-time ministry. Everything we do in every aspect of life is full-time living like Jesus, being and making disciples.

 

I am convinced that the foundational principles for Business as Mission are rooted in the truths of God’s word and his purposes for the peoples of the world. Without accurate theology and raison d’etre, we will lack the enduring substance for real change in how the “mission of God” is accomplished in the world.

 

Larry Sharp is the Founder and current Director of Strategic Training and Partnerships of a Business for Transformation (BAM, B4t) consulting firm, International Business and Education Consultants (www.ibecventures.com). Larry served 21 years in Brazil and then 20 years as Crossworld VP of Operations and as Vice President of Business Partnerships. He is currently a VP Emeritus and consultant with Crossworld. Since 2007 he has devoted energies toward Business as Mission (BAM) and currently is a consultant on BAM and education themes. Larry travels within North America speaking and teaching in conferences, colleges and churches on themes related to Business As Mission (BAM, B4t) and missions.  His travels abroad relate to BAM, crisis preparation and management, and team building. 

 

 

Don’t Lose Your Way: The Importance of the Business Development Process

How can BAM companies avoid losing their way? On the one hand, many BAM startups lose momentum, fail to break even, or simply get aborted. On the other hand, some BAM companies that reach financial success find themselves in danger of losing sight of the non-financial goals and objectives that led them to start their BAM venture in the first place. Although there are as many different reasons for BAM failure as there are struggling, closed, or misdirected BAM companies, I believe there is a common antidote to keep companies from getting off track: an ongoing rigorous business development process.

What happens to a company in the absence of an ongoing rigorous business development process? It then becomes a challenge to grow or lead the business forward in a way consistent with its BAM vision, goals, and objectives. This is often the result of two common business development failures:

1. The leader failed to articulate a sustainable BAM vision and robust strategy to begin with.

2. The leader failed to execute against the strategy and has not been held accountable to it.

The good news for BAM practitioners is that there are plenty of resources available to help with the first challenge – and putting together the right team and structures can help overcome the second. Read more

Not the Typical Strategic Plan: Creating Plan for Performance Part 2

by Bill Cousineau

In Part 1 – A Planning Process for Breakthrough Performance, we discussed the issues of traditional strategic planning. We summarized it by saying that in too many instances, the polished business plan is nothing more than a highly thought-out collection of concepts and ideals, tied together by wishful thinking. None of which result in customers flying through their doors with money in hand, nor in an organization that is united, focused and intentional in its execution.

By contrast, the Strategic Action Plan describes how an organization defines success and how it intends to create value for its stakeholders, customers, and team members. The critical distinction is that this is a living document that does not sit on the shelf collecting dust. This document is used to not only guide priorities and decisions, but it is a plan that is measured, tracked, monitored, and discussed regularly.

Before you begin to create the Strategic Action Plan there are critical prerequisites and five steps in the process:

Read more

Not the Typical Strategic Plan: Planning for Performance Part 1

by Bill Cousineau

Some years ago I worked at an Aerospace company. At one offsite location, a man by the name of Dave Hanna coined the phrase, “Every organization is perfectly designed to get the results they are getting!” That phrase has always stuck in my mind. Think about it: As leaders in business we may find ourselves plateaued or under-achieving our organizational goals. These times call for us to look deeply at every aspect of our business and leadership to determine why the desired results are yet unattained.

When a business really takes this key statement to heart, they begin to peel back the layers of their company and come to reveal the deficiencies in their strategic planning process. My experience has shown that as leaders examine their planning process, they realize they do not have consistency of purpose. Their organizations tends to work as silos, optimizing their individual silo at the expense of the larger organization.  How can this happen?  No matter how much time Executive Teams spend preparing for and conducting their Strategic Planning session, their plans fail to achieve the desired results.

In Part 1 of this article, we will discuss the difference between traditional strategic plans and developing plans that engage the organization for breakthrough performance.

Read more