IBEC Ventures -- Consultants for BAM/Business as Mission
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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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IBEC Ventures -- Consultants for BAM/Business as Mission