Business as Mission Overview

Business as Mission is one of many strategies in existence that mixes general business activities with evangelism and ministry efforts aimed at unreached people groups. Though similar in nature to strategies like tent-making, micro-enterprise, micro-development, and workplace ministry, there are important distinctions between each in terms of intentions, methods, means, and outcomes. Mixing of terminology and differing opinions about core elements can lead to confusion which ultimately distracts from progress toward developing and reaching your BAM objectives.

Business as Mission takes many forms, but shares some common features. Some of the common characteristics of Business as Mission efforts are:

• The business activities lay the foundation for ministry impact through:
  • development of relationships;
  • modeling of the power of relationship with Christ (presenting a compelling alternative within a society);
  • engaging multiple aspects of people’s lives (vocation, finances, family, community).
• Revenue is a multiplier (income from business activities can increase the effect of both business and ministry activities).
• Transformation occurs through consistent and intentional efforts that must be continuously managed.
• The business leader/owner sets the vision for ministry.

To maximize the impact of BAM efforts the business must:

• have a clear strategy for both the business and the ministry;
• invite Jesus into every area of operations;
• be sustainable and ideally create a revenue surplus;
• be of a certain scale to create economic value and justify employing multiple people.

My research efforts through Unconventional Method have shown that the following core issues are typically the areas where obstacles, resistance, and confusion to BAM initiatives exists.

• Profit
• Resources (money/materials/people)
• Control/governance/ownership
• Integration of spiritual activities/ministry impact
• Market viability
• Performance expectations
• Strategic management
• Monitoring/measuring

Proceeding without clarity on these issues increases the likelihood of future conflict and introduces risks to the organization. Creating definition and structure around your organization’s understanding of Business as Mission will create a solid foundation a BAM strategy.

Questions for consideration:
Building on the BAM principles discussed here,

• What are the core STRATEGIC thrusts of your organization? Does operation of a business belong on that list or would it be a distraction?
• What does AUTHENTIC BUSINESS mean to you? Are you underestimating the effort required?
• Are there business opportunities that will create a CROSS-CULTURAL context for you or your organization? Are you ready to step outside of your comfort zone?
• Are you prepared to MINISTER & EVANGELIZE? Are you listening to those around you, in tune to their needs?
• What are your SPHERES OF INFLUENCE? Do people want to listen to you?
• What does HOLISTIC TRANSFORMATION look like? Are you truly invested in the lives of other, or just looking to administer some temporary fix and move on?

Looking at the list of Core Issues:

• What do you strongly believe to be true for each area?
• Do others in your organization share the same beliefs?
• Which issues are your priorities? Why?
• Which issues have you not considered? Why not?

It is better to count the cost at the beginning of this journey, to know where you are going and what it will take to get there. There is general belief that 50 percent of businesses fail within the first year and that 95 percent fail within the first five years. But did you know that 99.999… percent of people fail at some point in their lives? My hope is that we can prolong the inevitable as long as possible simply by taking the time to prepare.