What is Success? Advancing Spiritual Impact in BAM: Best of BAM Blog

AND THE AWARD GOES TO...

Our goal is to provide the BAM Community with great content and resources. Each year we do a summer roundup of articles which have stood out in the past 6 months.

Below is the “Editor’s Pick” for January to June 2019.

Please enjoy and thanks for following!

by Tom

It is easy to be confused by how success in business as mission (BAM) is defined today from a spiritual perspective.

Once-upon-a-time the core concept of BAM was to have a spiritual impact. The reality that a business needed to be profitable should also have been a given, after all, a business that does not make money can’t survive or, as we say in BAM, cannot be sustainable. Even with this relative simplicity, being able to measure spiritual impact seemed elusive.

Early definitions struggled between Business AS Mission and Business FOR Mission both of which held that a central purpose was spiritual transformation. Early theological debates centered around the secular-sacred divide, could business even be spiritual? There were common perceptions of money and profit, often portrayed as evil and exploitive among Christians, that needed to be overcome. Business AS Mission assumed that when operations aligned with spiritual values, businesses could and would produce spiritual results when driven by the influence of the Holy Spirit. Business FOR Mission simply used the profits of a business to support traditional missional activity.

Today the definition of BAM has expanded to include an emphasis on poverty alleviation and job creation etc., issues that are also popular in the secular social enterprise world. However, one danger we face is that while we are expanding, we might also lose what makes us distinctive, appearing to put less and less emphasis on spirituality or spiritual impact. Yet, without intentional spiritual impact BAM is not any different than any well-meaning secular program.

Twenty years on from the early days of the business as mission movement, we continue to wrestle with this topic of spiritual impact in BAM!  Read more

10 Pressing Issues to Address in BAM in the Next 20 Years: Best of BAM Blog

AND THE AWARD GOES TO...

Our goal is to provide the BAM Community with great content and resources. Each year we do a summer roundup of articles which have stood out in the past 6 months.

Below is the “Most Popular Post” for January to June 2019.

Please enjoy and thanks for following!

by Jo Plummer

This year marks around 20 years since the term ‘Business as Mission’ was first used and discussed amongst a growing group of like-minded people around the world. Of course, there were pioneer BAM models before that time, not to mention the fact that business and mission have been integrated in many different ways since Paul the Apostle made tents! However, for this modern iteration, the cohesion and an international conversation around this concept really started around 20 years ago.

I like to think of this pioneer generation and what has followed as ‘BAM 1.0’. It is amazing to reflect on all God has done in our global community in the past couple of decades! Now, as we look forward to the future, we want to explore the theme of ‘BAM 2.0’ for a new series of posts on The BAM Review blog. In the coming months, we’ll discover where we’ve got to and the issues we still face for the future.

To prepare for this series, we asked 20 leaders who have been engaged in business as mission for between 10 and 35 years to tell us what they believe are the most pressing issues we must address if the BAM movement is to be even more fruitful for the next 20 years… and beyond! While this isn’t a scientific survey across the entire BAM community, it does represent wisdom from a collection of leaders who have served long in our movement.

Here are the 10 overarching issues that were identified by these leaders, in no particular order:  Read more

3 Reasons to Scale Your Business to Reach the Unreached: Best of BAM Blog

AND THE AWARD GOES TO...

Our goal is to provide the BAM Community with great content and resources. Each year we do a summer roundup of articles which have stood out in the past 6 months.

Below is our second “Staff Pick” for January to June 2019.

Please enjoy and thanks for following!

by Mike Baer

In all entrepreneurial circles, the hot topic is “How to scale the business.” How do we take our company from me (and possibly a few others) to many? How do we add more employees? Customers? Lines of business? Locations? Profits?

Scaling in General

“Scale or Die” is the cry that comes from many startups and from virtually all investors. Growth is an evidence of life and health. Healthy companies grow. But it’s not easy, especially in a business as mission endeavor.

Where will you find the funding to expand? Bootstrapping or “cash-flowing” expansion is extremely difficult and tediously slow.

What about managers sufficiently skilled and knowledgeable to lead a larger business who also share your faith and focus? Where will you find them? How will you pay them? Who will move to your location? Do you use locals? Expats?

And, most importantly, what about your own experience or lack thereof? If you’ve never done it before, it’s daunting and difficult to say the least! The overwhelming majority of startups fail to scale.  Read more

How Business as Mission Can Help End Poverty for Good: Best of BAM Blog

AND THE AWARD GOES TO...

Our goal is to provide the BAM Community with great content and resources. Each year we do a summer roundup of articles which have stood out in the past 6 months.

Below is our first “Staff Pick” for January to June 2019.

Please enjoy and thanks for following!

by Doug Seebeck

The Business as Mission movement has made remarkable advances over the past 20 years. It is a powerful movement that affirms God’s call to business and the central role of business in missions and insists that business is critical to the redemptive work of God in the world and the fulfillment of the Great Commission.

While there is much to celebrate, now is the time for a rallying cry for what can and must be done in the 20 years ahead of us. Indeed, the health of our planet, the flourishing of our neighbors, and the integrity of the Gospel itself depend upon our concerted focus and action. And that focus is the end of extreme global poverty as we know it today. To this end, we need the Business as Mission movement to serve those at the bottom of the pyramid who are scraping by on less than $2 per day.

Our vision at Partners Worldwide is to see the end of poverty so that all may have life, and have it abundantly. This is a grand, audacious goal we know we can’t accomplish alone. And yet, for the first time in human history, the number of our fellow human beings who face extreme poverty has fallen to under 10 percent. The latest figures from World Bank suggest the extreme poverty rate fell to 8.6 percent last year—a rapid decrease from 36 percent in 1990. It is truly amazing!  Read more

Thriving vs Surviving: Building Skills and Support for BAMers

by Robert Andrews

Editors Note: When we asked veteran BAM leaders to identify some of the pressing issues that are facing the business as mission movement in the next decade, among the issues they identified were several areas that could broadly be categorized as ‘resource gaps for BAM companies’, including:

1. Adequate financial capital flow.

2. Adequate human capital flow – both in terms of a) recruiting the right kind of people to begin and sustain a BAM company, and b) succession planning and the successful transition of a BAM company from one generation of owners to another.

3. Adequate support for BAM practitioners, especially mentoring, accountability and care.

We have been posting articles covering each of these issues during the month of June, this week concluding with providing adequate support for BAMers.

Building Adequate Skills and Support for BAM Practitioners

There are many challenges facing the BAM community and it’s encouraging to see so much effort going to understanding and addressing these. One of the thornier issues is how best to support BAM practitioners in their work. These can be nationals trying to build the Kingdom in their home countries or foreigners who have committed to business in a cross-cultural setting. Both need support, but what support to give and how to give it is a current and urgent discussion.

Leading a BAM business requires a large set of skills, some of which one hopes the BAMer has at the outset, but many of which will have to be learned, hired, purchased, or borrowed from others. A beginning list of these skills could fall under the following headings:

  • General business:  finance, marketing, sales, HR, strategy, operations, business law; the stuff of an MBA
  • Industry specific:  how to make the product or deliver the service, the industry sales and pricing dynamics, and familiarity with the global market leaders
  • BAM general:  the theology of BAM and an understanding of how to make a spiritual impact while operating a business, plus access to a BAM network
  • Country/Region specific:  language, culture, worldview, local religion, local political, social or environmental issues, local business practices and law; plus the local spiritual dynamics, the status & challenges of the local church, and an awareness of what God is doing in the region
  • Personal/Family: emotional intelligence, strong personal spiritual life, character, care for family members, marital strength, physical health and habits

Establishing a Network of Support

Skill in these areas isn’t something that can be addressed by a seminar or a book. Much of it requires years of experience, especially the aspects relating to worldview and the spiritual dynamics of the region. I recommend setting up a network of support to ensure all these areas are addressed.  Read more

Passing it On: BAM Succession Planning and Exit Strategies

by David Skews

Editors Note: When we asked veteran BAM leaders to identify some of the pressing issues that are facing the business as mission movement in the next decade, among the issues they identified were several areas that could broadly be categorized as ‘resource gaps for BAM companies’, including:

1. Adequate financial capital flow.

2. Adequate human capital flow – both in terms of a) recruiting the right kind of people to begin and sustain a BAM company, and b) succession planning and the successful transition of a BAM company from one generation of owners to another.

3. Adequate support for BAM practitioners, especially mentoring, accountability and care.

We will be posting articles covering each of these issues during the month of June, continuing with the challenge of human capital flow, part b: succession planning.

BAM Succession Planning & Exit Strategies

In the beginning God created a BAM Business but when is it time to pass it on?

I can guess why I was asked to write something on exit strategies by the editorial team!

Having founded a business in the UK in the 1980s, I later realised how it might be used by God with the help of a BAM conference I attended in 2003. Scaling the business was tricky, opening offices in Singapore and then into Southeast Asia. We had a bumpy ride in the 2010s and I completed my exit strategy through the sale of the company – specifically, a management buyout (MBO) – in 2014.

I am currently engaged in advising over 100 BAM businesses on their journey from pre start-up to lean start-up, and now some scaling-up. I am currently working with a BAM business in Asia that is planning the succession of owners, along with a collaboration of two BAM companies as part of a medium-term exit plan.  Read more

People, People, People! Human Capital Flow for BAM Companies

by Peter Shaukat

Editors Note: When we asked veteran BAM leaders to identify some of the pressing issues that are facing the business as mission movement in the next decade, among the issues they identified were several areas that could broadly be categorized as ‘resource gaps for BAM companies’, including:

1. Adequate financial capital flow.

2. Adequate human capital flow – both in terms of a) recruiting the right kind of people to begin and sustain a BAM company, and b) succession planning and the successful transition of a BAM company from one generation of owners to another.

3. Adequate support for BAM practitioners, especially mentoring, accountability and care.

We will be posting articles covering each of these issues during the month of June, continuing with the challenge of human capital flow.

Human Capital Flow for BAM Companies

To some ears, the term “human capital”, especially when applied to the BAM movement, might sound strange, secular, and mercenary – even exploitative.

According to the OECD, human capital is defined as: “the knowledge, skills, competencies and other attributes embodied in individuals or groups of individuals acquired during their life and used to produce goods, services or ideas in market circumstances”.

There is, therefore, nothing at all shameful in this use of the term. Indeed, if the BAM movement is predicated on the assumption that God’s pleasure is to create good things for the benefit of all, and that the marketplace is part of the divine design for how society is intended to function, then we should rejoice in being a part of that process and outcome. This doesn’t mean we are ciphers or cogs in some impersonal machine, for this would entirely negate the splendid truth that we are persons, made in the image of our Father in Heaven.  Read more

Investment in BAM: How to Get the Funds Flowing

When we asked veteran BAM leaders to identify some of the pressing issues that are facing the business as mission movement in the next decade, among the issues they identified were several areas that could broadly be categorized as ‘resource gaps for BAM companies’. These described a lack of the kinds of resources and inputs that BAM practitioners, and the enterprises they run, need to increase their chances of long-term viability and health. These resource gaps included:

1. Adequate financial capital flow.

2. Adequate human capital flow – both in terms of a) recruiting the right kind of people to begin and sustain a BAM company, and b) succession planning and the successful transition of a BAM company from one generation of owners to another.

3. Adequate support for BAM practitioners, especially mentoring, accountability and care.

We will be posting articles covering each of these issues during the month of June, beginning with the challenge of financial capital flow.

Financial Capital Flow – Where’s the block?

Two main issues were identified within the issue of financial capital flow:

1. A lack of investors ready to finance BAM companies

2. A lack of investable BAM businesses, or ‘deal flow’

What was agreed is that adequately financing BAM is an issue that must be addressed for the future, and to address it we are likely to need to work on both ends of this flow.  Read more

Let’s Get Local: Developing Both the Localization and Globalization of BAM

by Joseph Vijayam

In 2013 I was on a business trip in Jakarta. One afternoon my host asked if I would join him for a gathering of believers in his office building. To my surprise, this was not a small gathering of believers; it was a full-fledged worship service with songs, intercession, testimonies, and a short sermon with over 100 people in attendance. During the time of testimonies, people were sharing about their needs, including those at work, home, and in their communities. One of the business owners in the room shared that he sees himself as a pastor to his co-workers. At that moment, I realized that here in one of the megacities of Asia, weekly church service had taken a new form. The venue was a business conference room, the people in attendance came as individuals rather than families, significant time was spent in sharing of testimonies by new believers, and the time of their meeting was on a busy weekday. Every aspect of the event perfectly fit the needs of first-generation believers working in high rise offices in Jakarta. 

Though the purpose and function of the Body of Christ have remained the same, its local form has changed from age to age and from one culture to another. What I experienced in Jakarta was a unique expression of the local church that is ideal to the city of Jakarta for this generation. If the gathering of believers can take different forms, can our approach to bringing people into the Church be just as creative and specific to their situation? Not only do I believe that it can, I think it is essential.  Read more

What is Success? Advancing Spiritual Impact in BAM

by Tom

It is easy to be confused by how success in business as mission (BAM) is defined today from a spiritual perspective.

Once-upon-a-time the core concept of BAM was to have a spiritual impact. The reality that a business needed to be profitable should also have been a given, after all, a business that does not make money can’t survive or, as we say in BAM, cannot be sustainable. Even with this relative simplicity, being able to measure spiritual impact seemed elusive.

Early definitions struggled between Business AS Mission and Business FOR Mission both of which held that a central purpose was spiritual transformation. Early theological debates centered around the secular-sacred divide, could business even be spiritual? There were common perceptions of money and profit, often portrayed as evil and exploitive among Christians, that needed to be overcome. Business AS Mission assumed that when operations aligned with spiritual values, businesses could and would produce spiritual results when driven by the influence of the Holy Spirit. Business FOR Mission simply used the profits of a business to support traditional missional activity.

Today the definition of BAM has expanded to include an emphasis on poverty alleviation and job creation etc., issues that are also popular in the secular social enterprise world. However, one danger we face is that while we are expanding, we might also lose what makes us distinctive, appearing to put less and less emphasis on spirituality or spiritual impact. Yet, without intentional spiritual impact BAM is not any different than any well-meaning secular program.

Twenty years on from the early days of the business as mission movement, we continue to wrestle with this topic of spiritual impact in BAM!  Read more