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17 entrepreneurship points to ponder and practice

Sunday, October 15, 2017
Inspiration for Business as Mission

This past summer I taught a university course in entrepreneurship.  I love to use videos of the great entrepreneurs and thought leaders of our time.  Here are seventeen quotes from some of those we studied.1

"First get the right people on the bus, the wrong people off the bus, and the right people in the right seats, and then they can figure out where to drive it." 
Jim Collins, Good to Great

“The companies that I really admire the most are the ones that have a deep visceral understanding of why people use their service, and they figure out ways of making money that are completely consistent with how people are feeling and what they are doing at the time.”
Ben Silbermann, Pinterest

“Every startup should address a real and demonstrated need in the world. If you build a solution to a problem lots of people have, it’s so easy to sell your product to the world.” 
Kevin Systrom, Instagram

“I’m here to build something for the long-term. Anything else is a distraction.” 
Mark Zuckerberg, Facebook

“To me, business isn’t about wearing suits or pleasing stockholders. It’s about being true to yourself, your ideas and focusing on the essentials.” 
Sir Richard Branson, Virgin Group

“You have to be very nimble and very open minded. Your success is going to be very dependent on how you adapt.” 
Jeremy Stoppelman, Yelp

“If you can’t feed a team with two pizzas, it’s too large.” 
Jeff Bezos, Amazon

“Make every detail perfect and limit the number of details to perfect.” 
Jack Dorsey, Twitter

“Anything that is measured and watched, improves.” 
Bob Parsons, GoDaddy

“The secret to successful hiring is this: look for the people who want to change the world." 
Marc Benioff, Salesforce

“Always deliver more than expected.” 
Larry Page, Google

“Risk more than others think is safe. Dream more than others think is practical.” 
Howard Schultz, Starbucks

“If you are not embarrassed by the first version of your product, you’ve launched too late.” 
Reid Hoffman, LinkedIn

“Don’t be intimidated by what you don’t know. That can be your greatest strength and ensure that you do things differently from everyone else.”
Sara Blakely, Spanx

“Some failure in life is inevitable. It is impossible to live without failing at something, unless you live so cautiously that you might as well not have lived at all -- in which case, you fail by default.” 
J.K. Rowling, Harry Potter

"The common question that gets asked in business is, ‘why?’ That’s a good question, but an equally valid question is, ‘why not?’" 
Jeff Bezos, Amazon

"I always did something I was a little not ready to do. I think that’s how you grow. When there’s that moment of ‘Wow, I’m not really sure I can do this,’ and you push through those moments, that’s when you have a breakthrough. 
Marissa Mayer, Yahoo
 
1    Mavenlink blog, Feb 6, 2017


Freedom through business: hold fast to your dreams

Sunday, October 08, 2017
Business as Mission and Freedom Businesses

The following is a report by international BAM spokesperson, Mats Tunehag.  He reproduces a speech by the founder and CEO of a freedom business, Annie Dieselberg. IBEC partners with the Freedom Business Alliance and this article breathes insight and inspiration into several issues in the BAM movement and especially developing freedom businesses. IBEC partners with the Freedom Business Alliance, where Larry Sharp is a member of the advisory board.

Reprinted with permission 

My wife and I spent a couple of weeks in Thailand, Cambodia and Laos in August. The focus was freedom! Freedom from slavery and injustice, and freedom to live in truth, enjoy beauty, create wealth and share goodness. This is the story of freedom business.

We know that jobs with dignity are a primary need for prevention of human trafficking. It is also a must to bring restoration of survivors of modern day slavery.

That’s why freedom businesses exist, and the Freedom Business Alliance exists to help freedom businesses succeed.

To that end the Freedom Business Forum was held in Chiang Mai, Thailand in late August. It was the first global gathering of its kind, and about 140 people from all continents participated. It was a great mix of people and talents, all committed to true freedom through business, with all their hearts and minds.

Freedom business is hard, but necessary. And some are called to it, and as Pope Francis says: “Business is a noble vocation, directed to producing wealth and improving the world.  It can be a fruitful source of prosperity for the area in which it operates, especially if it sees the creation of jobs as an essential part of its service to the common good.”

The concluding keynote address at the Forum was held by one of my heroines, Annie Dieselberg. She runs a freedom business in Bangkok. Her calling is clear and her commitment exemplary. Her challenging freedom business journey is reflected in a most inspirational speech. Here’s Annie:

Hold fast to your dreams

My children recently decided they needed to make some money. Secretly they began creating products and then they laid them out on the table and announced their store was open. They invited mom and dad to come and to make purchases. What they had created was paper bookmarks, origami, and drawings, which they had priced at around 10-20 baht each. My husband and I each chose a couple of their products and my kids proudly pocketed their income with plans for an outing to the nearest 7/11. They had figured out that earning money was purchasing power and the ability to make choices.

Most of us, if not all of us, at young ages, became aware of the power that money has to give us choices in life. Most of us probably came up with innovative ideas of how to make some money to gain choices that our parents were not providing for us. From lemonade stands, to car washes, to babysitting, or mowing peoples’ lawns, there was in us a desire to create money, because money is purchasing power and gives the ability to make choices. The ability to choose is not something to be taken for granted. It is something that comes with freedom.

Freedom allows for choice, which can be used for good or for evil, for self entirely or for the good of others.

My older daughter Kristina was a nanny for a very wealthy and prominent business family. One day my daughter and the 3 year old were discussing friends. The wealthy family traveled so much that she didn’t have any friends to play with. The 3 year old announced, “That’s okay, I will buy friends.”

This 3 year old already understood that money was power. From her worldview she could get anything she wanted with money. She is too young to understand the negative consequences of misuse of money and power, especially when it comes to relationships.

The business of prostitution and sex trafficking makes billions of dollars of profit for people with evil and selfish goals. It preys on vulnerabilities of people who have few choices in life and turns them into slaves and commodities. It is an obscene abuse of power and of wealth. The dreams of the victims to gain income for their families and improve the quality of life, quickly turns into terrorizing nightmares that scare away their dreams.

Prior to working with women in prostitution, I mostly viewed the business world as the other side – where greedy and selfish people used money used for privilege and exclusivity while ignoring or exploiting the vulnerabilities of the poor. I made the mistake of dismissing business as a whole.

Somewhere around 2003 however, I was introduced to Business as Mission and I began to see the strength of business and the opportunity for individual, community, and global impact.[1] I realized that it wasn’t business or making money that was evil and self-serving, but the misuse of that privilege. I realized that the creation of business, is a key to sustaining freedom, by providing survivors life-giving choices.[2]

I am a survivor… I have survived being a pioneer in the freedom business movement. In 2005, my team and I began NightLight Design Co. Ltd. The story I have told many times over is a humble beginning with one girl over a coke at McDonalds learning to make a necklace. She needed a job and I promised her one so with a prayer and a leap of faith we began. Though I had 5 years experience working with survivors, I did not have any professional business experience. Being a pioneer in the field I had no mentors that could guide me in creating or operating a freedom business.

Initially visiting business people’s advice lacked awareness of the challenges of working with survivors. Mission groups came through with advice on addressing the spiritual or emotional needs, but their advice lacked the understanding of the business side. I quickly discovered that we were pioneers with a big machete in hand, hacking through the jungle vines. We would encounter valleys and mountains, we would get hit in the face with branches, bit by spiders and snakes, trip and fall on our way to find the path. It was messy and it was and is an adventure.

The business took off quickly with a lot of excitement. By the third year we had 88 women employed. I made a hasty and foolish promise to God that I would not reject anyone who came our way for help. It was a promise I couldn’t keep. As other organizations began to emerge with similar businesses and the market quickly became saturated, we began to realize that our model was not sustainable.

We came to a crisis point a few years ago. The negative voices thundered in my head and I began to cave in and doubt the vision that I had believed came from God. I almost quit. I almost gave in to shutting down the business. At about that time Jennifer Roemhildt Tunehag[3] came through with encouraging news about the launching of the Freedom Business Alliance[4] and instilled some hope back in me.

Around the same time, God gave me a vivid dream that was a clear warning against aborting the vision. I decided to take a stand and rather than give up we did some re-structuring to save a failing business. That restructuring began to turn things around.

Freedom businesses are hard.

Recently my family was returning from vacation at the beach when my 6 year old daughter asked, “How do you get a hotel?” wow, what a loaded question. Now that I have been in business, I began to list many of the steps from planning, to investment, to design, to construction, interior decorating, restaurant set up, menu, guest services, staffing, and marketing.

By the time I was done listing I concluded that it is a huge project that involves a lot of work. My daughter was not anywhere near as overwhelmed as I was and announced, “I am going to have a hotel.” What was it that made her decide she wanted a hotel? It was her positive experience. She had made the connection albeit naïve, that having a hotel could give people, including herself, a positive experience. She had a dream.

I had a dream of a business that would employ survivors and give them a positive experience. I really had no idea what I was really getting into, but I had a dream and in spite of the challenges I was not going to give up.

Since 2005 we have seen 175 women come through the holistic employment program of NLD and NLF. The women are employed in an environment of faith, hope, and love that they have never experienced before.

One of my heart stories that drives me is a woman I met when she was still in prostitution. She told me that sometimes she did not know if she was still a human being so she cut herself. She said if she saw blood and felt pain she knew she was still alive, still human. When she started making jewelry at NightLight she said to me, “Annie, I used to catch myself with my head low because I was so ashamed of who I was and what I was doing. Now I catch myself with my head up high because I am proud of what I am doing.”

Today that same woman is on staff managing the materials department. She teaches new women and expat groups how to make jewelry. She now has power of choice in her life and she is choosing to make an impact in her community.

Freedom businesses are about the business of restoring that hope, of restoring the power to choose, of redeeming the value of life, and the ability to make money for good and positive impact. Freedom businesses give people the chance to dream again, to believe in a future that has quality of life.

I believe many of you are starting out or in a stage of the dream where it feels hard and honestly when we hear the presentations of some of the very successful businesses it can feel overwhelming. We wonder how we will ever get to that measure of success. We wonder sometimes if we can legitimately call ourselves a business in comparison. We resonate with Kerry’s[5] description of heart-driven decisions. But honestly, none of us here are only heart people. We all have a little of the brain at least. And brains, you all have at least some heart. Otherwise none of us would be here at this forum.

The Freedom Business Alliance is in fact an intersection of the two. If we were all heart, we would be content just working at a soup kitchen or a relief agency. If we were all brain we would probably be doing business completely oblivious to the crying demands of survivors. All of us are here because we either have big hearts with growing business brains, or big business brains with growing or enlightened hearts. We all dream of a world where business has a great social impact and provides jobs, freedom, choice, and quality of life to survivors, their families, and their communities.

Langston Hughes wrote, “Hold fast to your dreams, for if dreams die, life is a broken-winged bird that cannot fly.” The women we encounter in the sex industry are broken-winged birds who cannot fly, birds caught in cages, bought and sold and with each sell they lose sight of themselves and their dreams.

Freedom businesses open up the cage doors and bring the broken-winged into a place of security, of love, of healing, and of hope.

Freedom businesses give women back their dreams and through freedom businesses women are given back their ability to fly. Hold fast to your dreams!

Freedom business founders and leaders, hold fast to your dreams! I cannot promise it will be easy, but with each bird, each woman, who flies again, we forget the costs, the labor, the sacrifice, and we celebrate life and freedom.


Annie Dieselberg, NightLight [6]
Keynote address at the Freedom Business Forum [7], Chiang Mai, Thailand
Delivered August 23, 2017

Notes added by Mats Tunehag / MatsTunehag.com:



[3] Jennifer & Mats Tunehag visited Annie in Bangkok in February 2015


[5] Kerry Hilton also spoke at the Freedom Business Forum. He runs a freedom business: Freeset.



Socially conscious business and Business as Mission – what’s the difference?

Sunday, October 01, 2017
Definitions / Descriptors for BAM / Business as Mission

Many terms surround the space in which IBEC works; terms such as socially conscious business, Business as Mission (BAM), social enterprise, Business for Transformation (B4T), Corporate Social Responsibility (CSR), Benefit Corporation among others. The following grid is far from perfect, but perhaps will help a little in creating some understanding. I welcome your comments.


Socially Conscious Business


Business as Mission (BAM)

Definition: Business committed to an attitude of sensitivity toward and sense of responsibility regarding injustice and societal problems. Definition:  Legitimate business activity which serves as a vehicle for sharing the love of Christ and helps make followers of Jesus and transform communities.
Focus primarily on social issues, but also includes spiritual and economic objectives; aims for profitability. Focus on job creation as primary way to address community need, together with spiritual objectives and profitability.
Historic Triple Bottom Line: People, Planet and Profit
Quadruple Bottom Line: People, Planet and Profit plus Spiritual capital
Often called social enterprises. Often called Kingdom businesses.
Oftentimes registered as a Not-For-Profit; but can be a For-Profit company.
Usually registered as a For-Profit company, but can be Not-For-Profit.
Sustainable success measured largely by profitability, job creation and on social change. Sustainable success measured largely by profitability, job creation and spiritual transformation.
Location: Businesses anywhere in the world. Location: Businesses primarily in undeveloped countries, though the principle in developed countries might be called Business as Ministry.
Legally usually a 501 c/3, Limited Liability (L3C), or Benefit Corporation (B-Corp). Legally usually LLC, S-Corporation, C-Corporation, Partnership, or Sole Proprietorship.
Sample social enterprises: RUNA, Ashoka, Eco Scraps, Harvest Power Sample BAM companies: Pacific Resources International, Galtronics, Barrington Gifts
Some spokespeople: Seth Godin, Matt Flannery, Blake Mycoskie, Mohammed Yunus Some spokespeople: Mats Tunehag, Dwight Nordstrom, Mike Baer
Very similar terms: Social enterprise; social entrepreneurship Very similar terms: Business for Transformation (B4T)


9 ways that IBEC Ventures is unique

Sunday, September 24, 2017
Unique aspects of IBEC's BAM Consultant expertise

This is an important question for any organization, not only for internal management purposes, but also to insure we serve the client well. What do we have that may be unique as we seek to meet client and customer needs?

The question was asked of 21 consultants attending a 3-day training session in Kansas City in mid-August.1 The group then wrestled with responses which will be used to help us grow as an organization. So, what were some of the unique qualities of IBEC? We do not claim to have arrived at perfection with any of these, and we certainly do have challenges but we want to continue to develop in our capacity to serve in our unique way. We welcome your input to these nine propositions.

What are the qualities that make IBEC unique?

  1. We have a workable, proven, diverse, and unified virtual leadership.
  2. IBEC has a strong tool box of collateral materials for consultants’ use.
  3. We have a philosophical and practical commitment to the integration of business with spiritual bottom lines (e.g. making disciples of Jesus).
  4. Consultants, coaches and subject matter experts have robust business experience.
  5. IBEC’s branding and messaging is relevant, consistent and focused.
  6. IBEC has a strong blog and social media strategy.
  7. We have over a decade of experience applying what we have learned from ourselves and others.
  8. Unique breadth (strong connections and skill sets) and depth (focus and stories) in the Business as Mission field.
  9. We are accountable, meaning we just don’t try to “fix things” but we join a business as an extension of it and hold ourselves accountable for our involvement.

1  Gary Willett, Director of Consulting Services led the planning of the training while Jim Mayer served as logistics coordinator.

Business as Mission (BAM) training

Sunday, September 17, 2017
Business as Mission Resources for Training

On August 21, 2017 the naval vessel USS John S. McClain collided with a merchant ship with several fatalities; this was the second of two similar events in two months. I found the comments by retired Navy captain and current defense analyst, Jerry Hendrix to be informative. He said the cause can be traced to two major shortfalls: leadership and training.1

While I know nothing about naval disasters, I did think those are certainly two key factors in the success of a BAM business abroad. While leadership factors can be somewhat difficult to analyze, training is pretty much straightforward for those planning to start a cross-cultural Kingdom business.

There must be training in language and culture; in business start-up principles; in management; in the product or service designed to meet customer needs; and in at least elementary law and accounting – to name a few things. Thankfully more and more efforts are being made to provide training before a person leaves for a start-up effort in another country.

I am familiar with all of the following programs either from attendance or from friendship with those who run them. I recommend each of them, though no two are alike as they are designed to meet different needs. Check them out – they range from a couple of intensive weekends to a summer internship to a fully accredited MBA program.
  • BAM Course: Mark and Jo Plummer of The BAM (Business As Mission) Resource Team have led this program for many years which includes course work and internships; located in Chiang Mai, Thailand.
  • Third Path: Mike Baer and Elijah Elkins have designed a 12-month on-line program which builds on the many years of experience of Mike and Elijah in the BAM world.
  • The Biblical Entrepreneurship Certificate Course: This comprehensive program led by Patrice Tsague of the Nehemiah Project provides a certificate in business training and discipleship; open to owners, entrepreneurs and potential entrepreneurs.
  • Nexus B4T Student Opportunities: Nexus, affiliated with the OPEN Network offers some internships for business students who want to experience Business for Transformation (B4T) first hand in the 10/40 window.
  • Living and Learning: Steve Rundle, professor, author and researcher at Biola University runs this quality program.
  • Bamedu.com: The facilitator of this course is a highly successful international entrepreneur who draws from his experience in the teaching others.
  • IBEC Ventures: IBEC partners with BAM Cross-Cultural which has produced several on-line training videos and provides personal feedback on subjects such as American values; transaction vs. relationship; Hofstede’s culture map and related themes.

Larry Sharp, Director of Training, IBEC Ventures

3 dangers for owners/managers attempting Business as Mission

Saturday, September 09, 2017
Defining Business as Mission


I have been visiting, observing and providing consulting services to cross-cultural businesses proclaiming to be authentic missional businesses for more than ten years. I have observed three dangers for those leading such businesses.

First, what is a missional business? In 2016 I wrote the following on this blog site:

A Kingdom business can be defined in various ways. In a study I did several years ago, reviewing the primary authors defining these businesses (Baer, Rundle and Steffen, Eldred, Mulford, etc.), I discovered that every definition includes:
  1. Development of employees for their full potential; and provision of products or services which are a true benefit to their markets, treating all stakeholders with dignity and respect.
  2. A product or service that is offered with excellence.
  3. Profitability, but with a Christian ministry purpose equal or bigger than financial profit.
  4. Servant leadership that seeks to glorify Christ in all aspects of the business and seeks to help others to follow Jesus.
This is not just theory; this is the real thing. This is living out the theory of Ephesians 2:10. It is doing “good works.” Another biblical author, James, in James 2:17 states, “Faith by itself, if it is not accompanied by action, is dead.” All of this is something that can be replicated – not only around this country but also around the world in different cultures, social contexts and languages – in any business anywhere – for the greater glory of God.

So, with something like this in mind, what are the dangers?

Danger #1 is to be all business with little/no mission.

Because these businesses, like any business must be profitable in order to be sustainable and to gain credibility in the community, owners can place an inordinate focus on the business to the detriment of the mission – the spiritual and social component; i.e. making followers of Jesus and transforming communities.

It is very easy to be a good person, honorable in every way, yet for others to not realize that it goes beyond being good, honest and fair in the marketplace. To be missional is to be intentional in living out gospel values in both incarnational and proclamational ways. This requires a plan for both the business and the mission.

Bill Job, who has provided a model of a great balance between business and mission in his community in China tells the story of a person who came up to him after a speech he gave in Florida. The person indicated to Bill that he longed for the day he could retire and have a ministry. Bill asked him how many employees he had and the answer was in the hundreds to which Bill replied, “those employees my friend are your ministry field.”

Such stories are not rare at all with many Christians failing to live an integrated life remembering and applying who and what they are at work is the same as who and what they are in private or at church. It can be the same for those attempting Business as Mission overseas, overwhelmed by the business, cultural factors and learning to live abroad, they give little or no time to making the business missional.

Danger #2 is the opposite: trying to be a professional missionary with little time for the business.

The net result of such perspective is that the business fails. Oftentimes the owners may have a good business model and have potential for success, but they fail to give the time to the business and are giving most of their time and attention to people and their social or spiritual condition. Essentially they are doing the work of a Not-For-Profit.

A few years ago, more than one hundred people like this were expelled from a Middle Eastern country. Many of them were prepared to operate a business and had a great opportunity to meet customer needs, but they failed to maintain the balance so the business could succeed. The national government soon determined that they were not authentic; they were not creating jobs nor contributing to the wealth creation (Deut 8:18) of the country.

I once visited a legitimate business in a former Soviet republic. The senior partner was a hard-working guy who had a balance in word and deed. However, his partner told me he only wanted to spend three hours a week in the business. He stated he was there for spiritual purposes and he wanted to contribute to the business in minimal ways. This is Danger #2 and the net result will be like this business – it failed and the team is no longer in the country. They were out of balance.

Danger #3 is similar to Danger #2 but even less honorable and more sinister.

These people never intended to have an authentic business but they are missionaries who are “job fakers”. They seek a business visa to gain access to the country but they never really start a business; never employ people; and never make a profit. They lack integrity!

IBEC provided consulting services to a south Asia company who raised a sizable amount of capital, made investments in the country and the owners learned the language. After three years, the senior partner wrote a letter confessing that running a business was not what he wanted to do – he was really a Bible teacher and that was what he intended to do.

Such fakery should have no place in the Business as Mission world. These people are dishonorable and despicable. But the facts are that all of us who have traveled the world and made observations, have seen numerous of these types of fake businesses.

Real Business as Mission strives for a profit and sustainability; seeks to create jobs, and finds ways to live like Jesus and help their community to follow him; doing all of this as good stewards of God’s creation and the human resource. It is called the Quadruple Bottom line of BAM.


Larry Sharp, Director of Training, IBEC Ventures


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7 things we have learned in over 10 years of BAM consulting

Saturday, September 02, 2017
Important Criteria for Business as Mission


Having recently met as an IBEC leadership team to cast vision for the years ahead, we also took time to look back and reflect on the things we've learned over our 11-year history. We continue to be humbled to see God at work and share this retrospective from Larry Sharp and Gary Willett, reprinted from Business As Mission Review, July 11, 2016, as an encouragement and challenge to our fellow Business as Mission sojourners:

IBEC Ventures was incorporated in 2006 as a consulting group to provide consulting services primarily to Business as Mission startups in areas where there is high unemployment, great injustice and where there a few followers of Jesus.

IBEC’s Purpose: IBEC helps build sustainable businesses through consultative expertise that changes lives and transforms communities.

IBEC’s Vision: We envision an increasing number of small-medium sustainable Kingdom businesses with our special emphasis on areas that are both economically impoverished and spiritually unreached.

So what have we learned in these last ten (now eleven) years? We have made significant mistakes to be sure; and we have seen some successes, but recently three of us senior leaders considered the question of what we have learned. Here are some of those lessons:

1. Business as mission should be fully integrated

We have learned that this is not business as usual, and this is not missions as usual. BAM is a based in a theology of a ‘worker God’ who created man to be a worker and a creator (Genesis 1-2). He also created mankind with various ‘wirings’ and gifts and many are business people with abilities to create wealth (Deuteronomy 8:18), as an act of worship and as their unique ministry. Business is a high and holy calling and those gifted to serve the kingdom of God in this way are ministers, fulfilling their spiritual calling.


Because business is a spiritual activity, based in the theology of a worker God, it is important to recognize that fact at every level of the business. That is why IBEC from the beginning has required businesses to have a business plan and a ministry plan. Neal Johnson in his book Business as Mission: A Comprehensive Guide to Theory and Practice, calls it a Dual Mandate and provides a template for a Strategic Country Analysis (SAA), Strategic Business Plan (SBP), and a Strategic Mission Analysis (SMA). All of these are integrated into a master BAM Plan. By writing all of this down it helps the business owner to stay focused, evaluate and be accountable.

Tom has about 30 employees in a manufacturing plant in Asia. He treats workers fairly, pays taxes and lives ethically and with integrity in every area. Every product that goes out the door is created with excellence. The workers are mostly Muslim and Hindu but Tom starts each day with a Christian prayer. He writes a “wise saying” from the book of Proverbs on the office door each week and explains to the workers it is from his Holy Book. He started a Bible study after work when a Hindu worker’s relative died and all the workers were debating the question of what happens after death. Tom sees his business as a whole as a spiritual activity as business and mission are integrated together.

2. Business is not for everyone

We have learned that business is not something which just anyone can do; it is often not easy for those who have been called to traditional pastoral or missionary work. God has not always gifted them with the instinct for business, to work long hours in a business, to take risks, accept failure and have extraordinary grit. Business owners must have passion for their product or service while at the same time keeping a balance so as to not be blind to the needs of customers and financial viability for the business.

It is important that there is sufficient research and testing of the business concept. There is no shortcut to receiving good counsel on the business model, developing a sound value proposition and testing the hypothesis! The lean startup concept is something which can be taught and learned, but in practice not everyone can listen to sound advice, hypothesize fully, do customer development and pivot at the right time.

We have met many mission agency people who thought they could do all this part-time while carrying on mission leadership duties or “church planting” outside of the business context. The work of the BAMer should be in the business – and indeed in the context of the company in the marketplace, new believers may be discipled with a planted church the result.

A mission agency wanted two IBEC consultants to help a couple start a business in a limited-access country in Asia. After two days with the couple on site, we determined that this was not for them and so we told them why we felt that and reported to the agency. Everyone was unhappy. But three years later this couple was a happy and productive team, teaching English in a university in that country. They had found a good fit for their gifting and we helped save them from disaster.

3. Business as mission is a team effort

We have learned that no one person has all the skills for operating a business in his or her home country and certainly not in another culture. Entrepreneur Ernesto Sirolli in a highly watched TED talk affirms, “this world has never seen a person who can make it, sell it, and keep track of the money.” Entrepreneurs learn this before too long and surround themselves with managers, marketers, sales people, accountants, IT experts, legal advice and cultural understanding.

Visionaries and operational people are seldom the same people. Everyone from Mark Zuckerberg and Bill Gates to the smallest startup operators have learned that. So building a team is mandatory and the sooner it is done the better. Such a team includes an advisory board for accountability and advice from experienced business people.

Brittany joined a team in Azerbaijan and brought significant skills in coffee roasting and retail. However, she realized that she needed capital developers, managers, operational people, marketers, HR experts, accountants and legal advice. Before long a team emerged and the result after the application of varied skills and much hard work – a roasting company with two successful stores.

4. It takes longer than you think

We have learned through several consulting contracts that it takes several years for most BAM operations to achieve the quadruple bottom line of profitability/sustainability; job creation; disciples of Jesus; and stewardship of creation. It takes capital and it takes time. We have researched and visited many companies who are making significant community impact and they all give evidence of the time it takes.

We have learned to advise at least a time frame of 5-8 years for stable profitability. That of course requires much capital to sustain the operation until that time. It requires much patience to weather the ups and downs during that time. So it is best to begin with a long-term mentality. From a spiritual perspective, BAMers need to stay until God makes it clear it is time to depart.

Ryan and Jana started ABC English school and stayed long enough to see profitability and the creation of 65 regular full-time jobs, as well as lives changed as teachers and students came to follow Jesus. Without the commitment of fifteen years, it is doubtful that measurable success would have been evident.

5. Language and culture learning is critical

We have seen many mistakes that have been due to a lack of cultural understanding. Likewise, we have seen the value of being a respecter of culture, being constantly curious, and being a student of it for a lifetime. One must learn to love the people and their culture and have friends in both the national and the expat community.

Culture is complex and includes the likes of epistemology, beliefs, art, morals, law and all the customs and habits of a people group. One does not learn that overnight or even in a year or two. Every expat abroad needs to be constantly studying culture and we recommend that every business team have someone at advanced levels of cultural understanding.

We helped Rob and his family buy a boat-building business in Indonesia. The entire family loves the country and the people and they speak the language well, respect the culture and the employees love working for Rob. Using a translator, I asked many of the workers why they loved working for Rob. They said things like: he understands us and relates to our situation; he values us and is fair; he takes us on camping trips to talk about life issues; he pays a fair wage within cultural guidelines. Rob is a student of culture and knows the critical importance of language and cultural understanding.

6. BAM workers must have GRIT

Business startups require owners with GRIT – Guts, Resilience, Initiative and Tenacity. One cannot give up but must work hard to accomplish the vision and realize the potential of God-given abilities and opportunities for business.

“You can’t have any quit in you!” – Pat Summitt (One of the most successful USA college basketball coaches)

There are so many things that can go wrong even with good counsel and great planning. Things happen that are outside of our control when working in a country where the “rule of law” is not the norm and economic and political changes can happen overnight. Expat business owners have little control over local laws, taxation irregularities, economic conditions, visa requirement changes and relationship-based decisions.

Lee started a business in a former Soviet republic but before long his partner from that country had stolen his assets and left him penniless. I called him and asked him what he was going to do and thought he may have had enough and leave the country. He readily responded by saying, “I have gone down the street and have opened a new office and started over.” Lee was not going home – Lee had GRIT! And the new business became successful.

7. Integration of faith and work can be learned but it is hard work

Bringing us back full-circle from lesson one, Business as Mission should be integrated, but this can require a change in mindset. Western Christians have been conditioned to believe and act like there is a sacred-secular dichotomy. Our worldview teaches us that what we do on Sunday and in our private lives seems unrelated to our 9-5 work day world. Such a modern-day gnosticism demonstrates itself in 21st century politics, business education and in the church.

However biblical values are meant to be integrated with every aspect of the Christian’s life including the marketplace and business. This does not come naturally because of the cultural factors which mitigate against it, therefore it must be learned in businesses all over the world. It is hard work but it is a must for the follower of Jesus in business.

Kirk Parette was mentored by Bill Job who defines BAM as “walking with God at work”. Bill does just that, as does Kirk, who states “every day on the factory floor is an opportunity for discipleship.” Both men see BAM as an integration of following Jesus, and his principles of life, with business decision-making. It is living out the Great Commandment of Jesus to love  employees, vendors and the community, while seeking the fulfillment of the Great Commission as we go and make disciples.


Larry Sharp, Director of Training, IBEC Ventures

Gary Willett, Director of Consulting, IBEC Ventures


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Wealth Creation Manifesto

Saturday, August 26, 2017
Affirmation of Wealth Creation for the Business as Mission Movement

Thankfully much is being written nowadays about the Theology of Work and how God, as the worker God, gives we humans the ability to create wealth (Deuteronomy 8:18). The following “Wealth Creation Manifesto” was created by the Lausanne Movement and BAM Global and it helps us to understand how work is ordained of God and appeals to believers everywhere to embrace wealth creation as central to transformational living.

Larry Sharp, Director of Training, IBEC Ventures

WEALTH CREATION MANIFESTO

Background

The Lausanne Movement and BAM Global organized a Global Consultation on The Role of Wealth Creation for Holistic Transformation, in Chiang Mai, Thailand, in March 2017. About 30 people from 20 nations participated, primarily from the business world, and also from church, missions and academia. The findings will be published in several papers and a book, as well as an educational video. This Manifesto conveys the essentials of our deliberations before and during the Consultation.

Affirmations
  1. Wealth creation is rooted in God the Creator, who created a world that flourishes with abundance and diversity.
  2. We are created in God’s image, to co-create with him and for him, to create products and services for the common good.
  3. Wealth creation is a holy calling, and a God-given gift, which is commended in the Bible.
  4. Wealth creators should be affirmed by the Church, and equipped and deployed to serve in the marketplace among all peoples and nations.
  5. Wealth hoarding is wrong, and wealth sharing should be encouraged, but there is no wealth to be shared unless it has been created.
  6. There is a universal call to generosity, and contentment is a virtue, but material simplicity is a personal choice, and involuntary poverty should be alleviated.
  7. The purpose of wealth creation through business goes beyond giving generously, although that is to be commended; good business has intrinsic value as a means of material provision and can be an agent of positive transformation in society.
  8. Business has a special capacity to create financial wealth, but also has the potential to create different kinds of wealth for many stakeholders, including social, intellectual, physical and spiritual wealth.
  9. Wealth creation through business has proven power to lift people and nations out of poverty.
  10. Wealth creation must always be pursued with justice and a concern for the poor, and should be sensitive to each unique cultural context.
  11. Creation care is not optional. Stewardship of creation and business solutions to environmental challenges should be an integral part of wealth creation through business.
Appeal

We present these affirmations to the Church worldwide, and especially to leaders in business, church, government, and academia.
  • We call the church to embrace wealth creation as central to our mission of holistic transformation of peoples and societies.
  • We call for fresh, ongoing efforts to equip and launch wealth creators to that very end.
  • We call wealth creators to perseverance, diligently using their God-given gifts to serve God and people.
Ad maiorem Dei gloriam – For the greater glory of God


Business as Mission changes lives

Sunday, August 20, 2017
Business as Mission Freedom Business changes lives

This is a true story but the names of the people and the places have been disguised for security reasons.

Charvi is an Indian girl born into the largest red-light district in Asia. Her mother, Aashi, had been “trafficked” as a young woman and had been in the sex trade for many years. As a loving mother, she had done all she could to protect Charvi from the ugly prostitution business in her north India city.

But by the time Charvi was 17 years of age Aashi feared the worst! She felt forced to relinquish her guardianship of Charvi, who was afflicted with one “bad eye” and was thus undesirable as a wife. It seemed time to put her in the “line” (girls on display for prostitution). Besides, Charvi’s mother had no dowry – even if there was any hope of marriage. They seemed to have no choice.

That is when God and His people intervened. An employee of Upstart, a freedom business in her city called the owner of the business who came to the small room were both women were weeping. Jaime from Upstart said “Yes, there is a choice! Charvi can come to work in our business tomorrow!” Again the tears flowed when they realized such a thing was possible.

The next day Charvi began six months of training and became a regular full-time employee. She worked for several years using the skill she had learned. She came to know Jesus and after some years was married to a young Christian Indian man who needed no dowry.

This “story-book ending” would not have happened without this Kingdom business being able to provide this choice. Charvi was able to join over 300 others in this business which rescues similar women and girls who feel they have no choice.

The International Labor Organization estimates that forced labor worldwide is a $150 billion industry and forced sexual exploitation is a $99 billion industry.1 Many people talk about trafficking and exploitation, but the real answer is not more talk but it lies in providing alternatives – real ones which teach a skill and provide a job; and real ones which provide a spiritual solution through the gospel of Christ.

IBEC believes in helping such freedom businesses with consulting and coaching services and we have begun to do so. Yours truly serves on the advisory board of the Freedom Business Alliance (www.freedombusinessalliance.com) which is having its first convention this month in Thailand. Ken and Marcia Leahy (very much a part of IBEC for many years) serve as executives of this alliance, and Bob Bush is consulting with another business in another location in Asia. Business as Mission does change lives!


1. International Organization of Labor (2014). Profits and Poverty. The Economics of Forced Labour.

Larry Sharp, Director of Training, IBEC Ventures

What you should know before starting your business

Saturday, August 12, 2017


I am teaching an on-line class in innovation and entrepreneurship this summer. While preparing for the class I came upon this article in LinkedIn by Betty Liu, Founder and CEO at Radiate, Inc.. For BAM startups, it seems to be a “must read.”

Larry Sharp, Director of Training, IBEC Ventures

What You Should Know Before Starting Your Business

Betty Liu,Founder/CEO at Radiate, Inc.

Published in LinkedIn on July 17, 2017

Starting a business is very risky. Even though failure rates have steadily come down since the Great Recession, a new business is more likely to go under than thrive. If you're in financial services, your chances of success are as low as 42%. If you're in retail, your chances go up, but just slightly.

It may come as no surprise but the reason behind the failures rarely has to do with neglect or outside disasters. Almost all the time, it's because of managerial incompetence. Reasons range from a founder/CEO going into a business for all the wrong reasons (i.e going into business purely for the money and esteem it supposedly brings) or overspending, or to put it bluntly a total lack of focus.

So how do you make sure you're starting your business on the right foot? Below are five critical things every CEO of a new company needs to know:

1. Better to be alone than hiring the wrong team: When you start a business, you need to have a strong team around you. The problem is founders become so desperate for a team to prove they have a viable idea that they often rush into hiring co-founders. Chances are you're better off staying alone until you find the right people, don't hire the wrong person just to have a warm body next to you. Whatever is bothering you about the person off the bat is going to get even worse, not better. When I talk to founders they often joke about their relationship with their co-founders seeming like a "marriage". And when you are spending an uncomfortable amount of time with people that you trust implicitly, believe me it can seem pretty darn close to it.

2. Sitting on a product too long: Last year I had the chance to host a lunch for Eric Ries, the bestselling author of The Lean Startup, whose basic theory is businesses have to test and test their idea or product before it's fully ready. Conventional wisdom suggests you should research and hone your product before fully launching it; Ries' argument is that you waste valuable time on a product that might not even fit the market. Your best bet is to test the product out first on customers and get their feedback, then use that feedback to refine your product. While his method doesn't guarantee success, he says it will certainly guarantee fewer failures.

3. Know the difference between Overspending and Underspending: Unless you're a Wall Street firm with an outside facing business, you need to forget the fancy office. A few desks in WeWork in the beginning will do. Instead, invest your limited resources in something consumer-facing such as a great looking logo or premium-looking website. CEOs have to understand where to spend and where to keep costs low. Having a fancy foozball table, or that in-house dog-walking service just to make your employees feel like they're working for a cool company? Forget it. Keep it lean for as long as you need to.

4. Keep your board small: This really applies to founders who've sought outside funding. Scott Kurnit, the founder of About.com and Keep.com, says no startup wants to or needs to start off with a big board. You may think it looks impressive but it will inevitably become a headache. Scott's half-kidding but real advice is to find a friend with low net worth and put him or her on the board—that way, if the company one day gets sued, nobody can claim a significant reward from board members. The CEO should always be on the board but not the co-founders; that leads to very awkward and uncomfortable situations later.

5. Establish your culture early: Culture is not a feel-good thing you should do; it's a thing you absolutely have to do. A company culture is vital to the success and well-being of your growing staff. It's critical for hiring talent and it also forms the foundation by which the founders interact. A good culture can be the difference between a successful business and a not-so successful business. As customers/employees/investors we all want to align ourselves with a great business and feel like that company culture mirrors our own. And if we don't feel like that well, try looking for that recently deleted app on your phone, Uber.

Want to become a great leader? Check out Radiate! We deliver curated expert advice from the top CEOs. Try us out for free by joining here.


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IBEC Ventures -- Consultants for BAM/Business as Mission