Client: Foreign Missions Organization*
Revenues: >$10M
Field Staff: >500
Primary Activities: church growth; discipleship; evangelism; leadership training; missions; support services
Overview: In 2007, the organization’s leadership became interested in the concept of Business as Mission. Early stage efforts were focused on raising awareness and laying the foundation for a more vigorous, formatted approach to BAM within the organization. In early 2008, Unconventional Method was engaged to lay the foundation for the organization to develop a Business as Mission strategy.
From April to July 2008, Unconventional Method performed a series of qualitative interviews of the leadership team and members of the board of directors to gain a better understanding of the state of the organization and the potential fit of Business as Mission. The objective of the engagement was to analyze the organizational and cultural considerations that will have the greatest influence on the development of a Business as Mission strategy within the organization. The findings addressed four (4) areas that Unconventional Method believes are the most relevant for evaluating Business as Mission:
- Foundation of understanding of key principles and issues
- Motivation for pursuing
- Suitability of a strategy
- Constraints on the design of a strategy
*Client’s identity has been concealed for the security of field personnel.
[...] // This post developed out of a project I did for a missions organization developing the foundation for them to engage in Business as Mission. [...]