Creating Eternal Value through Strategic Management

How are Business as Mission leaders creating kingdom impact through their efforts? Which aspect of their business (social, environmental, or spiritual) do BAM entrepreneurs believe to be most important? Insights from the 2007 Business as Mission survey helps to shed some light on the answer.

Business as Mission Strategy – Allocating Resources

Correlations between the Business as Mission movement’s perceptions of measures and BAM objectives point to some areas where BAM leaders are investing efforts toward creating kingdom impact. They also highlight uncertainty with the BAM movement as to how certain efforts contribute and fit with Business as Mission.

Our research indicates that BAM practitioners differ in opinions about the relative importance of managing social, environmental, and spiritual impact. Further analysis shows that there is not a strong correlation between perceptions of these efforts and the overall objectives of Business as Mission (Exhibit 10).

Social programs (10.1-7)

• Though highly favored by BAM practitioners, only efforts aimed at educating, training, mentoring and increasing the standard of living of indigenous peoples are perceived to be aligned with one BAM objective: focusing on developing countries. (10.1, 10.2, 10.3, and 10.4)
• Increased involvement in mentoring in the local community and Number of employees from marginalized groups are negatively correlated with a BAM company’s ability to evangelize. (10.3 and 10.7)
• Indigenous employee training and development is negatively correlated with a BAM company’s ability to build the local economy and bless the nation. (10.1)

Implication: BAM practitioners believe that in order to meet the needs of a developing nation, they must be intentional about how they do it; the virtue of their presence within the country is not sufficient. The negative correlations between social programs and evangelizing and building the local economy support this notion since the programs in consideration (hiring, training, and mentoring of indigenous peoples) do not directly bring about these goals.

• Education/training programs, increasing standard of living, job creation, local mentoring, and employee involvement in volunteering are all negatively correlated with the objective of gaining access to closed countries. (10.2, 10.3, 10.4, 10.5, and 10.6)

Implication: formal programs within a host country might conflict with a simplified understanding of Business as Mission as a means for providing access to locations. A potential cause for this conflict is the belief that if the only goal of a BAM business is to gain access, efforts would not be made to invest in formal social programs.

Environmental programs (10.8-10)

• Perceptions of environmental programs are not correlated to the core objectives of Business as Mission.
• Compliance with environmental regulations is negatively correlated with the objective of gaining access to many locations. (10.9)

Implication: focus on the environment is not considered incompatible with the objectives of Business as Mission; however, there is not clear alignment of the two in the minds of respondents. It is not the BAM agenda to clean up the environment; operators are simply concerned with treating the earth with respect. The negative correlation between regulatory compliance and access through Business as Mission once again demonstrates that simplifying Business as Mission as an access strategy has duplicitous connotations and therefore compliance with regulation of the host government would be incompatible.

Spiritual programs (10.11-14)

• Survey responses do not show a strong correlation between perceptions of spiritual programs and BAM objectives.
• Only management accountability/discipling relationships and focus on employee giving to local churches have positive correlations, both with evangelism and a focus on the developing world. (10.11 and 10.12)

Implication: the BAM movement has not solidified its opinions regarding the role that spiritual programs play in the operation of Business as Mission companies. Questions of appropriateness and whether certain spiritual aspects should be the responsibility of a BAM business complicate the issue. The BAM movement must work to clarify how spiritual efforts can be fully integrated into the operation of BAM companies.

Though the survey results provide significant insight into how the objectives of the Business as Mission create eternal value, the BAM movement is still learning. Continued effort is needed to refine how we as Christians measure the impact of our efforts. We constantly face the challenges of conflicting priorities and operating with imperfect information. We must work to build on this foundation to further clarify and understand Business as Mission through analysis and by addressing the problems that have been identified.

Creating Eternal Value through Strategic Management

Business as Mission Metrics – Measuring the Effectiveness of BAM Efforts (part 3)

What the Business as Mission movement measures

Analyzing the measures that respondents most agree with reveals that the BAM movement is concerned foremost with embodying Biblical principles and sustaining their business (Table F). In addition it seeks to be a blessing in the communities BAM companies operate in. It is interesting to note that the level agreement among respondents from Business and Non-Profit backgrounds is relatively equal; however, respondents in the Education field emphasize different measures.

• The top three indicators (as determined by respondents that are “Very Familiar” with Business as Mission) emphasize the social and environmental impact of BAM.

Implication: these point to the importance placed on exemplifying Biblical values through the operation of the company. They embody the belief that Christian vocation exists to fulfill Christ’s call to “love your neighbor as yourself” by loving and serving employees (by providing for their benefit: Indigenous employee training and development. and Increased standard of living for employees.) or by loving and serving society (by not causing harm: Does not produce harmful or destructive products.).

• Next highest in terms of importance are three measures of financial performance.

Implication: respondents are concerned with aspects of the operation that enable sustainability. The top financial indicators all measure how well the company is managed for the long-term. The top spiritual indicator, though aimed at transformation through spiritual growth of management, ensures sustainability of the company’s spiritual goals.

Ranking the “Quadruple Bottom Line”

While there is not strong preference of one bottom-line over another, further analysis suggests that a hierarchy does exist. Exhibit 9 shows the average and standard deviations of responses across each category of measure. Because the metrics examined in each category are not exhaustive of all popular approaches and some metrics are more divisive than others, we can not infer relative value differences between categories. However, the data is suggestive of different values placed on each category and offers clues to what factors influence how each is viewed by the Business as Mission movement.

• Overall, respondents agree the most with the effectiveness of financial measures.
• Agreement decreases concerning social, environmental and spiritual measures respectively.
• Spiritual measures have the lowest average priority of all categories.
• A similar trend exists concerning the deviation in peoples’ opinion of each category.
  • Respondents agree most regarding the effectiveness of financial measures (as indicated by the standard deviation of responses within the category).
  • Opinions vary the most about spiritual measures.

Implication: financial measures of business effectiveness are well established in the marketplace and therefore it is easier for individuals to accept their merit. Social, environmental, and spiritual goals historically have been concerns of the charity sector and only in recent years have gained popularity in business.

Another interesting finding is that respondents in the Education field rank environmental measures higher than spiritual measures (Figure 1). They also rank financial measures lower than the Business and Non-Profit groups do. The Business and Non-Profit groups emphasize environmental and spiritual measures the same but differ in their opinions of financial and social measures, with Business emphasizing financial more and Non-Profit preferring social.

Further research is needed to understand the impact that these efforts have on businesses and on communities. Unfortunately, God does not always work in clear results and measurable outcomes. Still, consideration should be given to tying effort to outcome in a measurable way so that BAM operators can be informed and effectively balance the goals of Business as Mission.

Creating Eternal Value through Strategic Management

Business as Mission Metrics – Measuring the Effectiveness of BAM Efforts (part 2)

What the Business as Mission movement does not measure

If the Business as Mission movement does universally agree that a particular metric is not indicative of BAM success, it does is not mean that metric isn’t valid. Of all of the measures tested by the BAM survey, only a few were rejected by a significant number of respondents (Table E). The common aspect of all of these metrics can together is that it is questionable whether any company should be responsible for the associated activities or if the activities are even appropriate in a business context.

• Research indicates that 22 percent of respondents “Very Familiar” with Business as Mission disagree that Regular worship at work is an effective measure.
• Similarly, Number of partnerships with social service agencies is not considered an effective measure.
• Over 10 percent of respondents disagree with the effectiveness of three environmental indicators: Existence of recycling programs, Zero waste operating measures, and Reduced consumption of energy and non-renewables.

Implication: questions of the situational appropriateness of worship at work transcend any consideration of its contribution to the company’s spiritual goals. Additionally, partnership with social service agencies and preserving environmental resources do not directly complement BAM objectives.

^[1] that many members of the missional community openly reject.

However, it does not mean that an individual BAM leader will not respond to a personal conviction to support a particular external ministry or outreach. Additionally, BAM leaders may define their business such that it intentionally incorporates elements like evangelism or worship. However, these situations will be driven by the leaders of the BAM company. In general, it can not be assumed that all BAM leaders should prioritize external needs and causes.

Business as missional?

Frequently, BAM practitioners are called to account for not doing more to reach out to the underprivileged in a community; their internal focus is often viewed as selfish. This imposition of values upon Christian businesspeople occurs when the efforts of the company do not align with the church’s definition of “doing good.”

However, this criticism may carry with it a number of assumptions from the missional church model that are (inappropriately) applied to BAM companies:

• Internal constituents are less in need than external (assumes majority of employees are Christian).
• Transplanting of Western resources and culture (assumes leadership is Western and therefore has been “sent” to serve host peoples).
• Internal functions diminish missional impact by consuming valuable resources (assumes business activities do not have ministry impact).
• Financial support from external (usually Western) sources (therefore local environment does not need to be able to wholly support business activities).

This issue must be addressed in a way that does not diminish the value of BAM companies’ impact in blessing developing countries. How can these constraints shape the BAM movement’s identity so that it is clear how Business as Mission creates true kingdom impact? The survey results begin to shed light on how the Business as Mission movement approaches measuring the impact of their efforts.

Creating Eternal Value through Strategic Management

Business as Mission Metrics – Measuring the Effectiveness of BAM Efforts (part 1)

One of the root challenges for BAM leaders is managing the numerous demands on their business. The BAM leader’s responsibilities of planning, organizing, managing resources, and leading are all shaped by the availability of information, the expectations, value systems, and influence of key stakeholders, and (to the extent they are used) business and management principles and theories. Significant attention has been given by the corporate sector to studying each of these factors.

Recently, the popularity of social and environmental responsibility has increased focus on “sustainability”^[1] and the “triple bottom line” of financial, social and environmental performance as value systems for measuring business success. Integrating mission/ministry into business activities introduces a different set of relevant information, expectations, and principles. The result is a very broad spectrum of values and criteria that influence BAM companies. Until all of these factors are truly understood from a kingdom perspective, it is difficult to know where a BAM leader should focus their attention. It is even more difficult to objectively measure the business’s impact. ^[2]

Our research provides insight into what BAM leaders prioritize in the management of their organizations and what their experience has shown to be good measures of the effectiveness of BAM operations. Survey data indicates that BAM practitioners do not strongly emphasize any one category (business, social, environmental, spiritual), but emphasize some measures more than others within each category (Exhibit 8).

Drivers of the BAM movement

What can be learned by examining which measures are accepted by the majority^[3] of the Business as Mission movement?

Analysis of the measures that 80 percent or greater of respondents agree with suggests three main drivers of acceptance:

• Alignment with Biblical values;
• Direct impact on the company’s own stakeholders and interests;
• Fit within the understood boundaries of the business (particularly in respect to the distinction between corporate and individual roles and responsibilities).

The measurements that significantly less than 80 percent of respondents agree with can all be interpreted as not meeting one of these criteria. ^[4]

Within the financial category, the majority of respondents agree with the effectiveness of all of the measures. Within the social, environmental and spiritual categories, all measures that less that 80 percent of respondents agree with either directly benefit a group or element secondary to the company or may address activities or impact that is not considered a universal responsibility for all businesses.

Social

• Number of employees from marginalized groups. (62 percent)
• Participation of local employees in civic volunteer activities. (57 percent)
• Number of partnerships with social service agencies. (45 percent)

Implication: Hiring employees from marginalized groups can meet a need in society; however, it is difficult to quantify any direct benefit to the company, especially if preference is given to marginalized people groups without consideration of ability to fulfill the requirements of the job. Civic volunteer activities and partnerships with social service agencies do not directly or explicitly contribute to the core purpose of a BAM organization, presumably because the target of these efforts are groups and needs that are external to the company.

Environmental

• Reduced ecological footprint. (60 percent)
• Reduced consumption of energy and non-renewables. (53 percent)
• Zero waste operating measures. (51 percent)
• Existence of recycling programs. (49 percent)

Implication: Environmental impact is not the same all industries. For example, manufacturing firms consume more raw materials and natural resources than service firms and thus have a greater impact on the environment. As a result, some measures of environmental impact are outside the scope of a business’s responsibilities. Environmental concerns can not be assumed to be applicable to the entire BAM movement.

Spiritual

• Growth in employee giving to local churches. (71 percent)
• Participation of local employees in evangelistic activities. (61 percent)
• Regular worship at work. (34 percent)

Implication: Of the three categories, spiritual impact is the most susceptible to questions of fit within a business’s responsibilities. Employee giving, employee evangelism, and worship at work are all subject to debate (whether it is the responsibility of the company or if it is appropriate in a business context).

What a great way to start this day…

*Well, it’s not really the “start” of my day. The start of my day was (per usual) wrangling two small children, bundling them in layers and layers of winter clothes, and driving them up to daycare (while singing our ABC’s at the top of our voices).

But once that was all sorted, I settled in in front of my laptop, opened my web stats site (I use GetClicky.com because it shows real time stats) and saw that I someone found Kingdom Strategist by searching Google for:

“ministry opportunities for 59 year olds”

Let it sink in for a minute… ministry opportunities for 59 year olds, how awesome is that?

I’m not talking about the fact that my blog is some what relevant to that search (but I’m glad that it is).

I’m talking about the fact that someone, somewhere is searching for that in the first place! It means that there is a (presumed) 59 year old somewhere who is feeling God’s call to ministry and they are actively looking for opportunities. That makes me smile.

It also brings a few things to mind.

First, why did they find my web site?

If you search for “ministry opportunities for 59 year olds” on Google, you’ll see that most the results are career-related, seeking to help people in this age demographic in their job search. Kingdom Strategist shows up because of one of my posts sharing my Business as Mission research. The specific article looks at the demographic make up of the Business as Mission movement and actually includes the specific phrases “59 year old“, “ministry” and “opportunity” (though not in sequence).

So, it was accidental yet not entirely erroneous that Kingdom Strategist would show up. Business as Mission is a ministry opportunity for 59 year olds. It’s also a ministry opportunity for 63 year olds, 41 year olds, 33 year olds, and 25 year olds. But of all the ministry opportunities out there, Business as Mission is better suited for people in their 50′s and 60′s because Business as Mission leverages an individual’s knowledge, experience, professional network, and net worth… so generally, the older you are, the more of these you have to draw from.

What are the ministry opportunities in Business as Mission?

This particular visitor did spend a good bit of time looking through my site, I hope I inspired some ideas for ministry opportunities. But I want to make sure that I help people to get started in Business as Mission (if that’s where God is calling them).

If you have a business background and are looking to become more involved in advancing God’s kingdom, Business as Mission might be a good fit. Here are some great resources for you to learn more about Business as Mission:

Websites:

• Business as Mission Network
• Business as Mission LinkedIn group
• YWAM Business as Mission resources
• Faith Venture Forum

Books: (affiliate links)

• “God Is at Work: Transforming People and Nations Through Business” by Ken Eldred
• “Business As Mission: A Comprehensive Guide to Theory and Practice” by Neal Johnson
• “Great Commission Companies: The Emerging Role of Business in Missions” by Steve Rundle and Tom Steffen

And of course, I recommend Kingdom Strategist for strategic and practical Business as Mission resources. I also provide Business as Mission consulting services and would be happy to work with you as you get started in Business as Mission. I specialize in market and opportunity assessment, business planning and strategy development, and Business as Mission strategic advisory.

Second, churches, ministries, and missions organizations are missing a HUGE opportunity to connect, care for, and mobilize inspired Christians.

Like it or not (pastors), studies show that search engines are the first place people turn when they need answers or advice (link opens PDF report). The Church needs to recognize this and make sure that they are represented (through search engine optimization) in the search results.

Now I know that churches, ministries, and missions organizations have a hard enough time accomplishing their core objectives, especially given the hardship that the current economic climate creates. Who has the time or the budget to learn about, set up and manage a comprehensive web effort?

That is why I am working with Monk Development to develop strategic web solutions specifically for churches and ministries that:

• are built upon years of experience, thought leadership, and proprietary research;
• that support and strengthen kingdom advancement (while discouraging the negative influence of Internet usage to spiritual growth);
• and that fit constrained budgets.

Sounds like a tall order, right? Let’s just say it hasn’t been easy… but worthwhile ventures seldom are.

If you are a part of church, ministry, or mission organization, I encourage you to check out the following resources:

Solutions:

• Monk Development (www.monkdevelopment.com)
• Ekklesia 360 (www.ekklesia360.com) – Complete web solution for churches.
• Cause 360 (www.cause360.com) – Complete web solution for non-profit organizations.
• Church Web Optimizer (www.churchweboptimizer.com) – Church Web Optimizer is a powerful combination of core services such as: Search Engine Optimization, website content strategies, local search listings, audience research, website analytics and online strategy consultation; designed specifically to help churches in advancing the Gospel.

Resources:

• Church Website Guide (www.churchwebsiteguide.com) – Church Website Guide is an initiative created by Monk Development to evaluate, study and educate churches on how best to use the Internet to further the gospel. We see it as proper stewardship as thousands of churches use our church website content management system.
• Church Tech Review (www.churchtechreview.com) – Church Technology Review is a website for churches and technology enthusiasts to find the latest technology solutions for Christians. Find out the newest Church Web 2.0 companies or read reviews of church-focused technology prior to selection.
• The State of Ministry Online (www.stateofministryonline.org) – State of Ministry Online is a collection of studies, surveys and research to benefit how ministries do ministry online.
• The State of the Church Online – (in development) – State of the Church Online is a collection of studies, surveys and research to benefit how churches can be the church online.
• Goodmanson.com (www.goodmanson.com) – Church and church technology thought leadership from Drew Goodmanson.

And, of course, if you would like to discuss any of the things I’ve talked about here, I’d love to connect with you. Feel free to leave me a comment below, letting me know a little bit about yourself and your interest and indicating the best way to get in touch with you. (This offer is open to people of all ages… not just 59 year olds.)

1. The opportunity for extensive culture-making in the U.S.
2. The rise of Islam.
3. The new non-western Global Christianity.
4. The growing cultural remoteness of the gospel.
5. The end of prosperity?

I recommend you head over to the Redeemer City to City website and read what Keller has to say about these issues. It helps to focus on these shifts in the evangelistic landscape of the West. Doing so will help us to anticipate new opportunities and threats to our efforts to achieving our goals as Kingdom strategists.

One thing I am encouraged by as I read these is that in many ways the Western Church has already begun to address these issues. In particular, the Business as Mission movement exists primarily either in response to these changes or as a means of addressing them.

For example, Keller addresses “The opportunity for extensive culture-making in the U.S.” by referring to an interview with sociologist Peter Berger. In the interview Berger notes that the make-up of U.S. evangelicals is shifting from mainly blue-collar and is more represented by people who have a college education.

Berger anticipates that these evangelicals, as they engage in professional careers (like the arts or medicine), will do one of three things:

His question is–will Christians going into the arts, business, government, the media, and film a) assimilate to the existing baseline cultural narratives so they become in their views and values the same as other secular professionals and elites, or b) will they seal off and privatize their faith from their work so that, effectively, they do not do their work in any distinctive way, or c) will they do enough new Christian ‘culture-making’ in their fields to change things?

My Business as Mission research has shown that the leaders of the Business as Mission movement have resoundingly chosen the third option and are intentionally seeking to change the culture of global business through their entrepreneurial efforts. Not only that, but Business as Mission represents a worldview where the first two responses (assimilation and isolation) aren’t even options.

I am encouraged that the men and women who engage in Business as Mission have been so transformed by the Gospel and so inspired by the call of Jesus in their life that they are aggressively seeking to be on mission in the cross-cultural context of global and local business, facilitated by the authenticity that their knowledge, training, and experience creates.

The Church needs creative strategies (like Business as Mission) as it seeks to be agents and servants of the kingdom of God.

Read Keller’s full post here.

Creating Eternal Value through Strategic Management

Business as Mission Methodology – BAM Business Organization and Resource Coordination (part 2)

Impact of Company/Business Attributes on Business as Mission Objectives

Research suggests that links exist between respondents’ perceptions of how different attributes of an organization (development stage, size, and geographic focus) impact BAM goals (Exhibit 7). ^[1]
(Note: The colored bars on the scale reflects specific opinions pertaining to General Businesses (not explicitly BAM) [yellow], Missions Organizations [red], and Business as Mission Companies [blue], respectively.)

Key Insights:

Development stage (7.1-3)

• Respondents believe that start-up companies are more influential than established (95 percent agree start-up BAM companies are better; 87 percent agree start-up businesses are better). (7.1 and 7.2)
• The preference for start-up missions organizations is not as significant (only 64 percent agree). (7.3)
• Development stage is strongly linked to all Business as Mission objectives, with the greatest correlation with building the economy and blessing the nation.

Implication: the newness of an organization creates perceived benefits that are valued by the Business as Mission movement. Primary among these is the creation of new value in the form of products/service enhancements, additional wealth, and jobs in the economy. Start-up companies could also be assumed to be more dynamic and flexible which theoretically would make it easier for the company to incorporate BAM goals. Of course there is a trade off between the benefits of newness and the efficiencies and learning that a company gains as it develops. It makes sense that respondents seem to favor the benefits of maturity more for traditional missions organizations given that missions organizations do not create as much market value to offset early stage inefficiencies.

• The development stage of a missions organization is not correlated to profitability or the ability to provide access to locations. (7.3)
• The development stage of a company (both BAM and regular) is negatively linked with the ability to provide access to locations. (7.1 and 7.2)

Implication: the relationship between a company’s development stage and “Provides access to many locations” may result from closed-access countries valuing existing companies more than entrepreneurial efforts. The established size and structure of a mature business may lessen the government’s fear of exploitation.

Size (7.4-6)

• Respondents prefer large Business as Mission efforts to micro-enterprise.^[2] (7.4)
• In general, respondents favor large companies over small; however the preference is not as pronounced as it is for BAM companies. (7.5)
• Respondents prefer small missions organizations over large. (7.6)
• A focus on micro-enterprise is believed to limit the benefits that profit can create for the kingdom. Additionally, respondents associate micro-enterprise with the goal of providing access. (7.4)
• Larger companies are perceived to have a greater impact on building the local economy and blessing the nation. Larger companies are also perceived to have a negative impact on ability to evangelize and focus on developing nations. (7.5)
• Large companies are negatively correlated with providing access to many locations while large missions organizations are positively correlated. (7.5 and 7.6)

Implication: the preferences exhibited toward organization size highlight that size is proportional to perceived impact within a host country. However, the BAM movement strives to maintain a balance regarding size because of the perceived trade-off between size and ability to evangelize. The results suggest that there is a size at which it becomes more difficult for a BAM company to effectively evangelize. This belief (if validated) will greatly influence the goals set by the Business as Mission movement in terms of growth targets. Similarly, respondents may recognize that some developing nations or remote regions do not have the infrastructure needed to support larger companies, which tempers size preferences.

Geographic focus (7.7-9)

• Respondents overwhelmingly embrace the global focus of the Business as Mission movement. (7.7)
• Global presence is believed to impact all Business as Mission objectives. The biggest impact is believed to be on profitability and ability to build the local economy.
• Global presence is negatively correlated with providing access to many locations.

Implication: the results reinforce the central role that globalization plays in creating opportunities for Christians to further the kingdom through Business as Mission. The negative correlation between global focus and “Provides access to many locations” most likely is a consequence of reactions to the simplification of Business as Mission as a means for overcoming prohibitions against missionaries in closed countries.

According to a Jan 19, 2010 USAID Fact Sheet, at least 65,000 people are estimated to have died. Another 200,000 people have been displaced and the total population who has been significantly affected is approximately 3 million people. The global response to this crisis has been amazing. As of February 3, 2010, $644 million has been contributed to private non-profit organizations from US citizens (source: Washington Post). This is only part of the total world effort. Organizations like the American Red Cross, World Vision, and Compassion International have mobilized their base and are just some of the organizations contributing to the on-the-ground efforts.

Despite the tremendous magnitude of these first-response efforts, the road to recovery is going to be long and difficult. The challenges facing the country prior to the earthquake were great. The country is the only country in the Western Hemisphere (North America, South, Central, and Latin Americas and the Caribbean) on the U.N.’s list of the World’s 50 least developed countries¹ (source: UN-OHRLLS). According the the CIA World Fact Sheet, 80% of the population of Haiti live below the poverty line. Additionally the country is plagued by drug trafficking and human (both forced labor and sex) trafficking.

The need in Haiti is great.

The lives of the men, women and children there were hard before January 12th. They’re even harder now. They face threats and hardships every day that we are isolated from. Things you and I can not even imagine. Hope for progress has suffered a major set back. Before people were struggling to make the most of their existence given how little they had to rely on and work with. Now what little they had has been destroyed.

As I sit and write this I don’t have to think about where my next meal is going to come from or where I’m going to sleep tonight. I do worry about the safety of my family but the threats I imagine are exactly that: imagined. Although it’s tenuous these days, I still am fairly sure the bills will get paid. I’m confident that there is work to be had.

Not only that but I live in a world where the things I need and want, the conveniences of life, are available. To get to work this morning I had a car to drive, roads to drive on, and gas to power the car. My computer is plugged into the wall, I don’t think twice about whether the lights will turn on when I flip the switch. Not only is there going to be plenty of food at the grocery store but there is a store to go to! There is food on the shelves because there is this amazing infrastructure that connects the farms from around the world to processing and packaging facilities to distribution centers to stores. And I don’t see any of it, I just trust that food will be there.

The message of the Parable of the Good Samaritan (Luke 10:25-37 ESV) is that we are to love our neighbor. Our neighbor is identified any person we meet on our path who is in need. We are to show mercy to those in need.

But what is interesting is that the Samaritan shows mercy in two phases. First he bandages his wound and brings him to shelter — he tends to his most immediate needs with compassion. But what he does next is even more amazing (the importance of this is often lost): he invests in continued care and rehabilitation.

³³But a Samaritan, as he journeyed, came to where he was, and when he saw him, he had compassion. ³⁴He went to him and bound up his wounds, pouring on oil and wine. Then he set him on his own animal and brought him to an inn and took care of him. ³⁵And the next day he took out two denarii and gave them to the innkeeper, saying, ‘Take care of him, and whatever more you spend, I will repay you when I come back.’

See, he doesn’t bring him to the inn and drop him at the door. No, it explicitly states that the Samaritan “took care of him” at the inn. It is after this intense investment of caring for the man himself that the Samaritan make additional provision for continued care, making a down payment with the innkeeper and promising to return and pay for whatever the man needs.

How are we planning to invest in continued care for Haiti?

There are a number of ways to do this, but I want to highlight two in particular that must be a priority.

First, it is important that we build up the Church in Haiti.

Whatever your views on the spiritual history of Haiti, the people of that country are utterly and completely in need of Jesus Christ as their Savior and Lord just as you and I are. And it is local churches — proclaiming the Gospel of the kingdom of God, caring for the physical and spiritual needs of the people, and coordinating and leading people to live their lives as children of God — that the love and redemption of Christ will flow through.

I want to draw your attention to Churches Helping Churches, an organization founded by James MacDonald and Mark Driscoll to “address the immediate and long-term needs of churches when disaster befalls a country, region, city, or people in the spirit of Galatians 6:10—“…let us do good to everyone, and especially to those who are of the household of faith.” If you are interested in how you or our church can support local churches in Haiti, I highly recommend you check out Churches Helping Churches.

Second, it is important that we build up infrastructure in Haiti.

This means investing in the physical structures, services, and facilities necessary for the Haitian economy to develop. Recent studies have argued that foreign aid doesn’t work. At the same time, a lot of attention has been given to the role business plays in developing economies. In recent years, Christian business men and women have been leveraging the power of business in order to spread the Gospel in countries whose governments are hostile toward Christian missionaries. The global Business as Mission movement has developed as more and more people are awakening to how God can use their business talents as part of his redemptive plan.

Haiti needs Business as Mission companies now more than ever.

The need and opportunity to develop creative business solutions to many of the problems facing the people of Haiti is great. If you believe that this is a way that you can get involved I want to encourage you to do something. I wish I could point you to specific ways that you could help but I don’t know of any right now. Many organizations are rightfully focused on meeting the immediate needs in Haiti. But as the dust settles our efforts must not lose momentum.

To help spark ideas about potential business opportunities I’ve include some facts about Haiti below. These factors will help identify what opportunities for business exist  in Haiti. Obvious needs are infrastructure and construction. Additionally, the Haitian people will need resources to get back on their feet, so opportunities for micro-finance might exist. I’ve also included quality of life statistics in the hopes it might spark some ideas about opportunities to address some of the less critical issues facing the people there.

If you or your organization are serious about engaging in Business as Mission, I offer a number of services that will help you develop an appropriate Business as Mission strategy and maximize the impact of your efforts. You can contact me through my company website: http://www.unconventionalmethod.com/contact/.

Facts about Haiti

source: originally published at The Resurgence; Data from the CIA’s World Fact Book

Location and Size

Caribbean, western one-third of the island of Hispaniola, between the Caribbean Sea and the North Atlantic Ocean, west of the Dominican Republic (which is two-thirds of the eastern side of Hispaniola). The terrain is mostly rough and mountainous.

17,243 sq miles (slightly smaller than Maryland).

Natural resources

bauxite, copper, calcium carbonate, gold, marble, hydropower

Agriculture products

coffee, mangoes, sugarcane, rice, corn, sorghum; wood

Industries

sugar refining, flour milling, textiles, cement, light assembly based on imported parts

Labor force

agriculture: 66%
industry: 9%
services: 25% (1995)

shortage of skilled laborers, abundance of unskilled laborers
widespread unemployment and underemployment; more than two-thirds of the labor force do not have formal jobs
80% of the population is below the poverty line

Population

9,035,536

Age structure

0-14 years: 38.1% (male 1,735,917/female 1,704,383)
15-64 years: 58.5% (male 2,621,059/female 2,665,447)
65 years and over: 3.4% (male 120,040/female 188,690) (2009 est.)

Ethnic group

95% black, 5% mulatto and white

Urbanization

urban population: 47% of total population (2008)
rate of urbanization: 4.5% annual rate of change (2005-10 est.)

Literacy

definition: age 15 and over can read and write
total population: 52.9%
male: 54.8%
female: 51.2% (2003 est.)

Government

Type: Republic
Port-au-Prince (capitol)
Independence from French in Jan 1, 1804
Their constitution was approved March 1987

Note: Suspended June 1988 with most articles reinstated March 1989; constitutional government ousted in a military coup in September 1991, although in October 1991 military government claimed to be observing the constitution; returned to constitutional rule in October 1994; constitution, while technically in force between 2004-2006, was not enforced; returned to constitutional rule in May 2006

Infant Mortality

total: 59.69 deaths/1,000 live births
country comparison to the world: 37
male: 66.18 deaths/1,000 live births
female: 53.01 deaths/1,000 live births (2009 est.)

Life Expectancy

total population: 60.78 years
country comparison to the world: 181
male: 59.13 years
female: 62.48 years (2009 est.)

Total Fertility

3.81 children born/woman (2009 est.)

HIV/AIDS-adult prevalence rate

2.2% (country comparison to the world: 28)

Living with AIDS

120,000 (2007 estimates)

HIV/AIDS deaths/year

7,200

Major Infectious Diseases

degree of risk: high food or waterborne diseases: bacterial and protozoal diarrhea, hepatitis A and E, and typhoid fever vectorborne diseases: dengue fever and malaria water contact disease: leptospirosis (2009)

Natural hazards

lies in the middle of the hurricane belt and subject to severe storms from June to October; occasional flooding and earthquakes; periodic droughts

The following is another excerpt from the BAM Survey 2007 Report. The BAM Survey 2007 Report is an in-depth assessment of the state of the Business as Mission movement based on survey responses from 497 people in 38 countries. You can purchase an electronic copy of the BAM Survey 2007 Report for $14.99 here.

Creating Eternal Value through Strategic Management

Business as Mission Methodology – BAM Business Organization and Resource Coordination (part 1)

In order for Business as Mission objectives to drive the strategic management of BAM companies, the structure of a BAM company must align with those objectives. Analysis of the survey results suggests that correlations^[1] exist between respondents’ perceptions of key elements of a BAM company (structural elements and management considerations) and perceptions of key BAM objectives.

Structural elements

Different strategies that integrate business activities with ministry efforts hold to different principles on how a business should operate. How each of these principles is manifest within a business is a subject of much debate. Core principles such as operating with integrity and honesty are universally accepted as important to Christians in business. However, research shows that three key considerations regarding structure (commercial function^[2], licitness^[3], and management oversight) are not universally accepted as vital elements of Business as Mission (Exhibit 5).

• Nearly 10 percent of respondents do not think that commercial function and legal structure are vital for Business as Mission. (5.1 and 5.2)
• One out of four respondents expressed no opinion about whether an advisory board is a vital element of a BAM business. (5.3)

Management Considerations

Exhibit 6 summarizes how perceptions of corporate structure as well as management considerations regarding oversight and sustainability correlate with the perceptions of the strategic objectives of the Business as Mission movement.

Corporate structure (6.1-2)

• Aspects of corporate structure (licitness and commercial function) are recognized by 77 percent of respondents as important elements of BAM companies.
• Both licitness and commercial function are considered to strongly influence a business’s ability to make a profit. Both also influence evangelism efforts and focus on the developing world.
• A BAM company’s commercial function influences that company’s role in building the local economy. (6.1)

• Commercial function has a negative correlation with providing access to countries. (6.2)

Management oversight (6.3-5)

• Survey respondents heavily favor Management participation in discipling and accountability relationships (87 percent). Additionally, 68 percent agree that BAM companies should have an advisory board. (6.3 and 6.4)
• Results indicate that the primary influence of these two types of management support is on the company’s evangelism efforts and focus on the developing world. (6.3 and 6.4)

Sustainability (6.6-8)

• Sustainability is considered a highly important aspect of Business as Mission, with over 85 percent of respondents agreeing that Net profitability of the organization, Growth in capital base for future development of kingdom businesses, and Development of a succession plan are valuable elements.
• Respondents correlate net profitability with the ability to build the local economy and to bless the nation. (6.6)
• Respondents also believe that developing a succession plan facilitates the ability to evangelize and the focus on the developing world. (6.8)

• All three aspects of sustainability are negatively correlated with the goal of gaining access through Business as Mission.

The following is another excerpt from the BAM Survey 2007 Report. The BAM Survey 2007 Report is an in-depth assessment of the state of the Business as Mission movement based on survey responses from 497 people in 38 countries. You can purchase an electronic copy of the BAM Survey 2007 Report for $14.99 here.

Business as Mission Companies Create Eternal Value Through Strategic Management

Whereas evangelism, profit, and (to a lesser extent) mission to the developing world were the historic points of contention for the Business as Mission movement, BAM leaders have built a foundation on these elements and are now working to clarify the principles under which Business as Mission companies operate. This focus on clarification has become necessary as 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. Irresponsible mixing of terms and tenets has leads to confusion and distraction and ultimately hinders the Business as Mission movement from gaining further momentum.

Currently the Business as Mission movement does not have a systematic, integrated approach for defining, organizing, and analyzing methodologies, and metrics that drive kingdom impact. Through our research, we are able to draw on the collective experience of Business as Mission leaders and lay the foundation for the development of an applicable framework for transforming strategy into action.

Clarification of Objectives

Not all Business as Mission undertakings will or should have the same objectives; nor should BAM practitioners rule out the possibility that their operations will be used for some type of transformation that they did not plan for. This is important because integrating specific BAM objectives (whatever they should be) along with the business’s financial, creative, and productive goals requires clarity in order to maintain productivity towards accomplishing all goals.

Our research shows that, according to respondents “Very Familiar” with Business as Mission, the most agreed upon objective of BAM is to Build the local economy and bless the nation^[1] (Table D). The second most agreed upon objective is Providing access to many locations^[2]. Survey data also indicates that making a profit, evangelizing and targeting the developing world are key objectives of the movement.

These objectives highlight the perceived advantages Business as Mission adds to the goals of traditional, donor-driven mission efforts – a self-funded vehicle that provides creative access to evangelize and minister to unreached people groups. However, they also highlight the need for further refinement of how strategic Business as Mission objectives are formulated and set. Behind each objective identified in the survey lies an assortment of motivations, interpretations, and expectations for fulfillment. These factors further magnify the complexity of Business as Mission and can make it difficult to know how day-to-day activities and operations contribute to the strategic BAM objectives.

In talking about Business as Mission goals we must resist the tendency to become myopic in our orientation. Ultimately, we are not in control of whether or not we accomplish these goals. Thus, Business as Mission goals and objectives must be understood as guidelines that describe the potential for kingdom impact that BAM companies have. Our discussion of factors that contribute toward these goals is aimed at furthering the Business as Mission movement’s understanding of what experience has shown to be effective.