Tag Archive for: Mission Leader Short Reads

4 Ways BAM Companies Collaborate with Not For-Profits on the Ground

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by Larry Sharp

 

If you want to go fast, go alone; if you want to go far, go together. – Traditional Proverb
Two are better than one, because they have a good reward for their toil. – Old Testament
Consider how we may spur one another on toward love and good deeds. – New Testament


It is expected that a BAM business will seek to be profitable as a key component of its’ Quadruple Bottom Line values. But the ultimate goal is to see transformed individuals and communities, economically, spiritually, and socially.

All the while, Non-Profit or Not-For-Profit organizations nearby are trying to accomplish the same end, often with no intent to separate from the donor funding stream that sustains them. The two entities are driven by a common cause.

I have often wondered: How do they cooperate? How do they work together? Are there ways they can complement each other? Surely the Not-For Profit (NFP) wants social, economic, and spiritual transformation. Of course, a BAM company is unique in its’ drive towards sustainability and independence from donor funds, but aside from that, how should the two relate to one another in the same city or region?

A Guide for BAM Companies

There is a good example in a BAM company operating successfully (post revenue with 400 plus employees) in SE Asia. Let’s call the company ‘J’.

I interviewed M, the owner of J Company, and was impressed with his commitment to cooperation with Not For-Profits in all three countries where he has operations. Here is what I learned.

1. For-Profit minded owners can buy a business idea or operation from a NFP

M and his wife visited a mission worker in the 1990s who had started making bread in her home. It was discovered to be so good that a neighbor offered to buy some. This was the start of a small NFP business with a staff of five at the time of Ms visit. M and his wife left SE Asia for North America but returned to SE Asia three years later and bought the bakery/café along with his sister and brother-in-law.

Twenty years later Walter Deibel made the case in his well-received book Buy then Build, that acquisition entrepreneurs are outsmarting the startup game. M proved to be well ahead of his time.

2. Not-For-Profits are a source of For-Proft employees

J Company takes advantage of the connections and experiences of Not-For-Profits such as aid agencies, church groups, mission agencies, and independent NGO humanitarian workers. Wise business leaders like M know that jobs are important and necessary for survivors of abuse, poverty, gross injustice, and slavery. More and more programs are developing to help victims to overcome and survive and also to be prepared for jobs and a better future. After all, leaders in both sectors know that the end goal is life transformation.

One example is that J Company has a partnership with a local NGO to make strategic hires of blind or deaf individuals so that now 20% of the staff are either blind or deaf. J Company is expanding its training materials into braille and other methods to increase the marketability of those disadvantaged. More than one hundred of J Company’s employees have in some way been disadvantaged. These individuals have been ignored by the competition and usually not even given a work interview.

Survivors of human slavery form part of M’s hires.  He has given them a safe environment and a chance to develop their skills and establish real dignity. An important component of this is the training of managers to give everyone equal value and opportunity.

3. For-Profits give back to the world of the Not-For-Profits

There are many ways to give back. J Company has given donations to support more than fifty transformative causes in the community such as: water filters, rural school projects, counseling, soap production, CD and recording distribution, organic farming initiatives, hygiene trainings, and construction of Christian rehabilitation centers. While the donations in and of themselves are significant, M notes that the community readily observes the values for which J Company is known in action through these projects.

The company strives for excellence in all things, treating employees and clients honestly and fairly and providing a safe and flexible working environment. They study the laws of the country and practice them to the best of their ability with ethical and moral decisions and the appropriate handling of money issues. It is evident that the Not-for-Profit ecosystem benefits from the J Company in these three countries.

4. For Profit leaders become increasingly involved in the community themselves

M notes that as they endeared themselves to the community and became a part of it, opportunities developed, such as the start of a marriage ministry. More than 1500 people have attended over twenty marriage encounter weekends. They have seen many marriages radically changed in practical and spiritual ways.

Having dozens of interns come has allowed for plenty of interaction with the community so the intern gets a vision for returning to develop something themselves. In the short term, the intern contributes to the community as they interact with people and projects. While internships or short-term mission trips typically join with NGOs and mission projects, the J Company internship program allows interns to see beyond charity and integrate business with help people worldwide.

One well known successful BAM business owner in Asia, DN, concurs that the business owners need the NGO sector for human and corporate flourishing. Each contributes to an ecosystem which converges with the passion to transform lives by bringing economic, social, spiritual and physical change. This is pleasing to God and to every human on planet earth.

Not all BAM businesses will grow to more than 400 full-time staff in three countries, but no matter what the size, all would do well to explore the synergy which results in cooperation with the Not-for-Profit sector.

 

Read the story of J Company and more than 20 others in the book: Missions Disrupted: From Professional Missionaries to Missional Professionals (see information below).

 

Larry Sharp is the Founder and current BAM Support Specialist 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. 

 

 

Get Larry’s Book: Missions Disrupted

Available at all good book stores online!

 

 


Photo by Vardan Papikyan on Unsplash

 

The World is Open for Business and the Bible is Too!

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by Jo Plummer

 

Business is a powerful response to mandates that God gives His people in the Bible.

God calls His people to join His ‘missio dei’—His mission to the world—to respond to the pressing spiritual, physical, economic and social needs of people and communities. We can do that effectively through business.

When we intentionally respond to God’s missional mandates through business, this is ‘business as mission’! We emphasise that business as mission (BAM) is a response to three particular biblical mandates:

The Culture Mandate – the power of business to ‘tend the garden’ and ‘steward creation’ (Genesis 1 and 2)

The Great Commandment – the power of business to ‘love God’ and ‘love our neighbour’ (Matthew 22)

The Great Commission – the power of business to ‘make disciples’ and ‘proclaim the gospel in all the world’ (Mark 16, Matthew 28, Luke 24, Acts 1:8)

These are the foundational mandates for BAM, although there are many other commands and precepts we can apply in the context of business. For example, we are called to be justice-bringers, light-bearers, peacemakers, honest-dealers, servant leaders, enemy-lovers, mercy-showers—and many more. All of these can be lived out in the context of business, as Jesus-followers in the marketplace.

However, the three mandates above give us a clear framework to build BAM on solid biblical foundations.

Tending the Garden: The Cultural Mandate

In the creation story in Genesis, God gives humans the task to steward the world’s resources and care for creation. We often call this the cultural mandate or creation mandate. Business is a powerful way to ‘tend the garden’ in this way because it takes natural resources, along with creativity and work, and combines them to multiply resources and drive innovation. Business is a God-ordained institution, with a God-given role in society, that stretches right back to Genesis. By God’s design, business should bring dignity to people and flourishing to communities.

Deuteronomy 8 confirms that it is God who gives us the ability to produce wealth. God told his people that the manna would stop as they entered the promised land because he had provided abundant natural resources. God can provide supernaturally for us in extraordinary circumstances, but the God-given way His provision comes in most ordinary circumstances is through work and business. So in Deuteronomy 8, God told His people to take those abundant resources and start agricultural and mining businesses (v 8-9). We see that business, done well—and not forgetting the Lord our God (v 11)—is glorifying to Him.

If the natural role of business in God’s design for humankind is to create livelihoods, multiply wealth and resources, drive creativity and innovation, and sustainably provide for families, communities and nations, then we can already clearly see the potential of business for God’s kingdom work on earth. Businesswomen and men may then intentionally harness this power of business and focus it to sustainably address some of the world’s most pressing problems: lack of gospel access, environmental crises, joblessness, poverty, slavery, sanitation problems, food security, and so on. When we intentionally weave in such missional responses into our company strategy, we are doing business as mission. We are leveraging the innate power of business to respond to two further interwoven mandates: the great commandment and the great commission.

Loving Our Neighbour: The Great Commandment

Jesus said, love God and love your neighbour. Dallas Willard once said that ‘Business is a primary moving force of the love of God in human history.’

Bringing those two ideas together, business has an innate God-given power to do good in the world. As we have seen, business creates dignified work, multiplies resources, provides for families and communities, and pushes forward innovation and development. It can be a moving force of God’s love by creating decent livelihoods and economic stability, enabling peace, provision, and generosity.

Aid and relief for the poor is necessary in times of crisis and disaster—and for the likes of the ‘widow and orphan’ who cannot provide for themselves. But, like the people in Deuteronomy 8, the usual way families provide for themselves is not through aid, but, through trade, through business and a thriving economy. Business shows the love of God by creating meaningful ways to work in the world.

For-profit enterprises are the primary way that good jobs are created. On the other hand, a lack of jobs leaves families vulnerable to extreme poverty, corruption, human trafficking, and exploitation of all kinds. Business is a powerful way to love God and love our neighbours because in many parts of the world, what our ‘neighbour’ needs most is a good job.

Proclaiming the Gospel: The Great Commission

In every village, town and city in the world, businesses are at the heart of the community; that is true in Kenya, Canada and Azerbaijan, Brazil, Cambodia and Iraq! Business people have an influential role in a community, meeting real needs, and building a strong network of relationships.

People spend more of their waking hours at work than anywhere else. Deep relationships can be formed and biblical principles modelled in the crucible of daily business life, creating a company culture that reflects Jesus as well as opportunities to share His Good News. Business is a powerful way to make disciples, and to share the gospel in word and deed in the context of everyday life—to the ends of the earth.

Many of the places that the gospel has still to reach are hostile to traditional missionaries and difficult to access, yet business people are welcome nearly everywhere. The world is open for business!

In Conclusion

God has mandated His people to be good stewards of creation, to create resources for the good of society, to love God first and then love our neighbour, and to take the gospel to all nations. Thus, a business as mission company includes spiritual transformation as a measure of business success, alongside social, environmental and economic concerns—and has a special concern for the poor, marginalised and unreached peoples.

The definition of business as mission is:

  • Profitable and sustainable businesses;
  • Intentional about Kingdom of God purpose and impact on people and nations;
  • Focused on holistic transformation and the multiple bottom lines of economic, social, environmental and spiritual outcomes;
  • Concerned about the world’s poorest and least evangelised peoples.

Let’s keep our Bibles open and keep our eyes open for opportunities to solve pressing global issues through business as mission, in response to God’s mandates and for His glory!

For more reading on ‘the three mandates’ read this post by Mats Tunehag.

 

This month we are looking at business as mission through the lens of the Bible and God’s mandates to us. All posts this month.

Parts of this post were adapted from the paper ‘Business as Mission and the Global Workplace’ read it in full here. Mats Tunehag also contributed to this post through our many conversations and the ideas he has shared in past articles and talks.

 

 Jo Plummer is the Creative Director & Co-Founder of BAM Global and the co-editor of the Lausanne Occasional Paper on Business as Mission. She directs BAM Global initiatives such as BAM Global Events, BAM Global Think Tank consultations, and the BGlobal Community. Jo has been developing resources for BAM since 2001 and serves as Editor of the Business as Mission website and The BAM Review Blog. 

 

 

Photo by Rachel Strong on Unsplash

10 Guiding Principles for Business as Mission

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BAM Global is celebrating its ten year anniversary in 2024, having been formally founded in 2014 on the foundation of earlier network-building efforts. To celebrate, we are posting a new 10 x Series this month; sharing some of our top 10 favourite BAM-related resources and inspirations. This is one of our favourite 10 x lists, the classic 10 Guiding Principles for BAM from the Lausanne Occasional Paper on Business as Mission.

 

Introduction

A good business as mission business will, by definition, have many of the characteristics of any well-run business. A kingdom business must be profitable and sustainable just as any other business. Integrity, fairness and excellent customer service are characteristics of any good business, not just a business as mission venture. As such, while important, those characteristics will not by themselves necessarily point people to Christ. A kingdom business begins with the foundation of any good business, but takes its stewardship responsibilities even further.

What follows is a list of principles that should underpin a business as mission business. First we list the basic foundational principles that must exist in any good business. Following that are the principles that distinguish a good business as mission business.

Foundational Business Principles

1.  Strives to be profitable and sustainable in the long term

Profit is an indication that resources are being used wisely. It indicates that the product or service being produced and sold does so at a price that covers the cost of the resources, including the cost of capital. For most businesses, profits are fleeting, and never a sure thing. It is common for businesses to experience periods of low profit, and even negative profit. Thus it is important to take a long-term view of profitability. Occasional windfalls are often what will sustain a company through periods of financial losses. For that reason a well-managed business will use extreme care when considering whether and when to distribute profits. Profit, and its retention, is not necessarily an indication of greed. Read more

The Vital Place of Mission Agencies in BAM

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In the month of June we have been highlighting excerpts from the recently published BAM Global Report on BAM and Mission Agencies. To round off this series, here’s a repost of a blog from our archives on why Mission Agencies are a major and vital constituency in the BAM community, alongside our main business constituency and also the church and academia. 

by Jo Plummer

Mission Agencies have long been a crucial player and partner in the contemporary BAM movement.

Many early pioneer BAM practitioners of the 80s, 90s and early 2000s either came from a missionary background or were members of a mission agency. These agency workers- turned-BAMers were at the forefront of the early wave of BAM companies because they were already at the front lines. Sent out with a call and vision to see people and communities transformed by the gospel, they discovered that business could be a powerful means of integral mission – meeting spiritual, social and economic needs in communities.

Looking back on 20 years and more of recent BAM history, we see that companies with missional goals embedded within their business model, business culture, company values, working relationships and so on, have often proved to be the most fruitful way for agency workers to pursue their work. But it has not always been easy.

Business failure – already a high possibility for seasoned entrepreneurs in home cultures – became a common experience for missionary-run startups with the additional hazard of being in environments often hostile to both mission and business. Many missionaries are by nature pioneering and somewhat entrepreneurial, however most early agency-related BAMers lacked the know-how and practical business experience they needed to create sustainable, scalable companies. Early BAM companies had few models to follow and lessons were learned the hard way.

Those hard-won fruitful practices are now being passed on, benefiting the current generation of BAM practitioners. They are able to stand on the shoulders of a host of early BAMers (from both business and mission backgrounds) because those pioneers heard the Lord and were willing to go, they were willing to innovate, risk and persevere. In turn, these early BAM pioneers stood on the shoulders of many generations of traditional missionaries that passed on their own hard-won lessons.

Beyond ‘Business as Visa’

Necessity is the mother of invention. In some parts of the world, starting a business has long been the only viable means to establish a settled, credible role in a community. William Carey, right back in the late 1700s, took a management position in an indigo factory when he first arrived in India because missionary visas were hard to come by in the days of the East India Company. And like William Carey*, modern day mission workers soon discovered that the power of a business model extends far beyond a means to getting a visa. (Read more on how it extends here).

Thankfully most agency workers who are getting into business now have many more resources to draw on. They understand that to have a credible, sustainable role in a community, their company has to be credible and sustainable. That means aiming towards excellence in business practice and the true integration of holistic missional goals into every aspect of a company – from business plan, to daily business life.  Read more

Why BAM? It’s Biblical, Strategic and Time for New Wineskins!

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In the month of June we are highlighting excerpts from the recently published BAM Global Report on BAM and Mission Agencies. Mission Agencies are a major constituency in the BAM community, alongside our main business constituency and also the church and academia. We believe these resources will be of value whether you are agency affiliated or part of another BAM constituency.

Why Mission Agencies do Business as Mission

Business as mission (BAM) is the strategic use of authentic business activities that create authentic ministry opportunities that bring spiritual, economic, social and environmental transformation to unreached peoples and marginalised people. In other words, it is taking the instrument of business, with its innate, God-given ability and power to do good in the world, and intentionally harnessing that power towards the work of mission.

There has been much discussion around the value of and justification for doing business as mission, not least among mission agency leaders. We would like to suggest that there are at least three strong bases for taking a positive approach: It is biblical, it is strategic, and it is time for new wineskins.

It is biblical

There are numerous themes in the scriptures that provide strong support for running businesses that give expression to Kingdom of God values and purposes.

In Genesis 1 and 2, we see God’s great enterprise of creation by which He reveals Himself as the original Great Entrepreneur. God created human beings ‘in his own image’ (Gen 1:2), as creative beings who are to co-labour with him to steward creation through innovation and work. They are to use the fruit of their labours to sustain families and communities, and to care for others.

In Deuteronomy 8, God reminds his people Israel not to forget him as they prepare to enter the promised land—to settle down and start agricultural and mining businesses (Deut 8:8-9)—because ‘it is [God] who gives you the ability to produce wealth’. In the desert, the Lord had provided manna daily, but when the people entered this new land the manna stopped immediately because God designed human society to be provided for through enterprise and work. Business is a God-designed and ordained institution that can bring glory to Him. Business done well involves innovating with natural resources, good stewardship of these resources, the opportunity for dignified work, the creation of life-enhancing products and services, and the multiplication of resources and wealth that enable people and societies to flourish and advance.

The Apostle Paul exhorted Christ’s followers to work hard and not be idle (2 Thes 3:10-12), and modelled the value of work and enterprise by his own example. Paul seemingly engaged in the business of making tents (or perhaps leather working or saddle making) to provide for financial needs (1 Cor 9:6), to ensure his message was credible by being free of the complications of patronage (Cor 9: 18, 2 Cor 12:14), to enable mobility and open up opportunities to meet and spend significant time with others (Acts 18:1-3), and to model the Christian lifestyle (1 Thes 4:11-12, 2 Thes 3: 6-9).

Justice and concern for the poor and marginalised is a theme pervading the scriptures and one in which all business as mission practitioners can actively participate and make a significant contribution. Starting business as mission enterprises enables us to ‘open our arms to the poor’; just as the entrepreneurial woman in Proverbs 31 did as she worked hard, produced good products, and traded well.

Read more

5 Risk Factors Guaranteed to Doom a BAM Business

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by Larry Sharp

Read this classic blog from our Archives, first published on The BAM Review blog in January 2016 and republished for the Summer Series 2022.

The Good, the Bad and the Ugly: Stories from the Frontline

Last year I was leading a seminar in a conference in Arizona, when a local business owner asked the question, “Are there no failed BAM businesses?” While I readily agreed there were, I began to think about the question in a more profound way. What is the “good, the bad and the ugly” of real life BAM business experiences – those that demonstrate that there are BAM failures along with the successes?

Over the past 10 years, I have observed risk factors for BAM enterprises which should stimulate every stakeholder in the BAM community towards better recruitment, better preparation, better deployment and better accountability. Many a sports leader, military hero, or young entrepreneur has demonstrated the oft-quoted statement of Benjamin Franklin, “Failure to prepare is preparing to fail.” And that is true in the Kingdom business endeavors of today.

So what are these factors and where are the stories which help us understand basic principles for launching and landing well in a cross-cultural business? How do we best start companies designed to work out the Great Commandment and the Great Commission? How can we improve so that there will be fewer failures and a greater chance of successful transformational businesses in the areas of the world that need them the most? If these five risk factors don’t actually doom your BAM company, not paying attention to them will seriously endanger it… at the very least!  Read more

9 Keys for Successful BAM Deployment

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Read this classic blog from our Archives, first published on The BAM Review blog in February 2016 and republished for the Summer Series 2022.

Here are 9 Keys for Successful BAM Deployment that have been themes shared over and over by experienced BAM practitioners and mentors. These are principles and practices observed over years of listening to BAM pioneers, writing BAM stories and collecting information about how to do BAM. Many of these Keys have been shared by BAMers and BAM leaders over the last few weeks as we have explored the topic ‘Launching Out and Landing Well’ – they come out in the stories, snippets, and teaching we’ve shared, as well as in the BAM Think Tank research we’ve been drawing on.

1. Walk with God

Abide in Christ. It’s essential to be connected to the Vine, a growing disciple of Jesus, if we are to bear fruit! That means spending time listening and talking to God in prayer and being attentive to His calling and direction for your life. It means growing in Godly character as you are rooted in His word, and opening up to spiritual input from others. Prayer is mentioned over and over by BAMers as a foundation stone for BAM in practice, at all stages: preparation, launch and continued growth. Having a sense of call and leading from God is another often cited core driver for BAMers. Spiritual formation through discipleship and teaching is a life-long pursuit – whether through books, sermons, devotional materials, courses, retreats or intentional relationships. Making yourself accountable to peers or elders that will challenge you to grow in Christ-like character is another way to keep soft and open to the refining work of the Holy Spirit in our lives. Read more

7 Fruitful Practices for BAM and Church Planting

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BAM companies are usually very diverse, each business with its own unique features. However, through research into real experiences of BAM and Church Planting, some shared commonalities emerged in the following fruitful practices:

1. Contact

Make sure that the business provides regular contact with the focus people.

Intentionally create a business that provides regular contact with those with whom you are hoping to share the gospel – whether they are employees, customers, suppliers or others. A bakery business owner estimates that they have a chance to meet an average of 100 people a day. Christ can be made known to staff, suppliers, and customers through business activities. One employer who hires local women who come from difficult home lives seeks to help those women achieve a greater quality of life. Another BAM company provides business opportunities and income for local Christian leaders, encouraging them to stay and carry on the church planting work rather than moving away for employment to support their families. An agricultural business enables local Christians to do church planting work by training them in an egg production business. In this model they also help the trainees set up the businesses which provides contacts for them, as well as an income. This agriculture business also provides church planting training to the locals as part of their strategy.

Although the business is usually the context in which contacts are made and relationships started, several BAM practitioners (BAMers) mentioned that conversations about spiritual matters typically take place outside of the workplace. However, in other cases BAMers reported that these conversations start naturally through a shared work environment. Read more

Pragmatic and Prophetic: Managing Connections to Christian Networks

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Once a month, our panel of mentors answer your practical business questions. Send us your questions!

Dear BAM Mentor,

How do you manage your associations with Christians and Christian networks – both national and international – in light of security concerns? My ideal is to maintain my relationships with churches and Christian organisations (and indeed receive vital support/services from these); and I want to be well connected into the local church. However, I am concerned about how those connections may endanger my business. How have you managed both the relational side and other more formal associations you have with organisations or churches?

~ Feeling Cautious

Dear Cautious,

This is first and fundamentally a theological-missiological issue, secondly a relational issue, and thirdly a risk-related issue. Let’s tackle the question in this order.

By “theological-missiological” I mean that the question takes us to the core issues of spiritual warfare, identity with the Kingdom of God, and the often overlooked and neglected matter of suffering for the sake of righteousness, in fulfilment of God’s purposes. The point is that, ultimately, our security is not our concern! We are engaged in a spiritual warfare, in which the advance of the Kingdom of God is often painfully slow and subject to setbacks, and that suffering, even to the point of shedding blood, let alone expulsion, is the New Testament norm. It’s commonplace, but profoundly erroneous, to assume that because we are doing something as value-added as business, we have therefore some sort of iron-clad guarantee that we’ll be exempt from the same tests, trials and trauma of any other missional effort.

By “relational” I mean that our being blood-bought brothers and sisters in Christ by definition implies a willingness to be associated with this community, to take pride in our shared identity, and to find meaningful ways to engage with other Christians. Our businesses should not be seen by the host country as discriminatory (i.e. don’t hire all Christians!) or a cover for activities that may be illegal at worst, or at least misunderstood (i.e. avoid associations with certain styles of activities or messaging that can be counter-productive). But we should resist any fear or shame in being identified with the local and global Christian community which shares the Name of Jesus, just to protect our business – which, while important, is of secondary importance to the Body of Christ. Read more

Hitched Together Versus Pushed Together: BAM Integration

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Business as mission is all about the two I’s: Intention and Integration. In BAM we take the innate God-given potential of business to produce innovation, resource multiplication, job creation, community development, and so on, and intentionally leverage that power for ‘missional’ goals.

Business as mission is demonstrating what the Kingdom of God is like in the context of business – and as we do so, engaging with the world’s more pressing social, economic, environmental and spiritual issues.

A hallmark of a BAM company is the intentional layering business operations and mission together into an integrated whole. However, just because something is intentional, it doesn’t mean it is without tension. Practitioners share that when mission and business are layered together, there will inevitably be tensions of one sort of another. But what kind of tensions and how can they be resolved?

Not All Tension is Bad

Tension is not necessarily a bad thing. Forces that tear apart can also, when managed correctly, support great loads. BAM Mentor and, Peter Shaukat, neatly illustrates this point with a picture of the Golden Gate Bridge. Suspension bridges use the forces of tension to support the weight of the bridge across wide spans. Shaukat argues that because success in BAM is measured along multiple dimensions – including commercial returns, spiritual impact, expanding reach and long-term influence – that success in BAM is therefore is dependent on being able to effectively manage tension. Read more