• Response to global trends
• Challenges facing the organization
• Perceived benefits of Business as Mission

In Part 1 of this series I discussed the first driver, identifying key trends facing missions organizations. In Part 2 I discussed how organizational challenges makes BAM an attractive solution for missions organizations. Finally, in this post I will identify some of the perceived benefits of Business as Mission and discuss some misconceptions that are common among missions organizations.

3. Perceived benefits of Business as Mission

Missions organization generally cite the following benefits that they believe Business as Mission will create for their organization (ranked by frequency of identification):

1. Creative Access
2. Job Creation
3. Influence/Witness
4. Funding/Revenue Generation
5. Developing Organizational Capabilities
6. Enhanced Recruiting

I will dive deeper into each of those in future posts. Generally, the perceived benefits created by Business as Mission fall in one of two categories: those that create advantage for furthering strategic objectives (job creation, influence/witness, developing organizational capabilities) or those that specifically address challenges facing the organization (creative access, funding/revenue generation, enhanced recruiting).

Here’s what field-level leadership from around the world has to say about the benefits of BAM:

“It takes us into arenas where our traditional missionaries would not venture. Business leaders have increasing clout here, and they are also aggressively pursuing opportunities in the opening markets all across the 10-40 Window. Probably Business and Education give the best opening for what we would like to see in terms of placing people in Creative Access countries.”

“I see several benefits. First, it provides a natural platform from which to interact with people. As a missionary in France I frequently was viewed as clergy and ‘I had to say those spiritual things’. But as people got to know me as an engineer, they were much more open to dialogue on spiritual things. Secondly, I do see that funding missions will be a growing issue worldwide and in the US as well. So BAM provides a natural partial solution to that as well. Also, I see BAM as addressing one of the spiritual qualifications listed by Paul to Timothy – that of having experience that is recognized by the world. In today’s information-overload world, people are no longer validated by a title (like missionary or pastor) but by their contribution to the local society. I see BAM as a validating tool for the Gospel.”

Recommendation:

As your organization thinks about what makes BAM an attractive Kingdom strategy, you need to be able to differentiate between:

• BAM as a complement to existing strategy, furthering the impact of current efforts;
• BAM as a series of steps for fixing existing problems.

This distinction is important because integrating business into a traditional missions environment is complex and requires new skills, knowledge, and capabilities to execute. When individuals or organizations are driven by the belief that business will alleviate many of the current challenges inhibiting missions efforts it is possible to underestimate the effort required. This will create additional risk to your organization or to your field personnel which can ultimately lead to failure of the business effort and/or cause unnecessary damage.

Conclusion:

Though some would argue that adopting Business as Mission requires too great of a paradigm shift for traditional missions effort, I believe that in light of these factors I’ve discussed here Business as Mission is a good strategy for missions organizations to pursue. This is why Unconventional Method is committed to helping missions and ministry organizations understand and embrace BAM strategies.

Many of the factors that are eroding the effectiveness of traditional missionary activities are creating greater opportunities for businesses. Taking advantage of these opportunities and integrating business into your organization will also create side benefits that may address many of the other challenges facing your organization.

However, my experience has shown that organizational motivations that lead to a desire to integrate Business as Mission as a strategy contribute more to the success of a BAM initiative than almost any other factor. It is critical for any missions organization considering Business as Mission that key leadership, especially the executive sponsor and champion of your BAM efforts, make sure that it will contribute to your organization’s larger ministry goals first, before focusing on BAM’s unique benefits (job creation, increase influence, development of capabilities) or how it can mitigate some of the challenges facing the organization (access to closed countries, funding, recruiting).

Below are some key questions that will help you to understand the motivations that are leading your organization to consider Business as Mission as a strategy:

Response to trends

• What major trends are affecting your organization? How is your organization being affected?
• How do these trends affect the business environment in the areas that you operate?
• Do you monitor changes in global trends? How would changes to the current trends impact a Business as Mission strategy?
• What additional trends will you need to be aware of if you integrate business into your organization?

Challenges facing the organization

• Does your leadership team agree on what are the top challenges facing the organization?
• What are the root causes of these challenges?
• How are you monitoring/measuring the impact of these challenges?
• In what other ways are you addressing these issues?
• Do you understand how Business as Mission can address these challenges?

Unique benefits of BAM

• Which benefits of BAM are most important to your organization? At the leadership level? At the field level?
• What could limit the potential of BAM?
• What needs to be in place in order for your organization to capture the BAM benefits?