Missional Enterprise – Triple Bottom Line

A Navigator Missional Enterprise strives to have Kingdom values permeate all dimensions of the enterprise while pursuing and holding in creative tension the priorities of our Triple Bottom Line. The Global Enterprise Network (GEN) defines the Triple Bottom Line (TBL) as: Spiritual Transformation, Financial Sustainability, and Social Impact.
1) Spiritual Transformation
Spiritual transformation is the first facet of the TBL and is the most crucial in distinguishing a missional enterprise from any other business venture. It is the hardest to accomplish and measure, but requires living out The Navigator Core and aiming for a multi-generational ministry starting within the context of a business. Although every missional enterprise needs to intentionally pursue the spiritual bottom line, the appearance can vary significantly between enterprises and regions of the world.
The intentional pursuit of a spiritual bottom line within the framework of The Navigators Core is the responsibility of every missional enterprise. There are almost an unlimited number of factors that influence the context and therefore the look of the spiritual transformation bottom line in each missional enterprise. Intentionality and integration is required.
2) Financial Sustainability
Financial sustainability is the second facet of the TBL and the easiest to define, view, and measure. The financial sustainability of the enterprise is crucial to the longevity and identity of the enterprise. There are many reasons to pursue financial sustainability, but when it becomes a peripheral priority, it results in business failure and missional extraction.
A financially sustainable enterprise has recurring required capital to provide adequate cash flow to successfully operate the business each period. Whether non-profit or for profit, financial sustainability is a required bottom line.
3) Social Impact
Social impact is the third facet of the TBL focused on the holistic welfare of the relationships and community surrounding the business. There are many examples of social impact, but it can be summarized by how the enterprise leverages its presence in the community by actively expressing Biblical values. The positive social impact of a missional enterprise can be tremendous and create a ripple effect reaching throughout the community.
A missional enterprise positively affects the local economy, brings justice, provides employment, shapes education, combats disease, protects children, preserves the environment, or has any number of other creative expressions that demonstrate the holistic nature of the Gospel in a community. Ultimately, the local community needs to realize the missional enterprise is “for us” regardless of how it deploys resources into the broader community. A missional enterprise blesses the community in which it is located.
Kingdom values permeate and drive decisions, behaviors and attitudes that influence each of the three bottom lines. For example, the way we treat our employees, compensation policies, access to health care, accounting practices, quality and excellence in which we deliver our goods and services. It is crucial to have Kingdom values in every enterprise.
1) Spiritual Transformation
Spiritual transformation is the first facet of the TBL and is the most crucial in distinguishing a missional enterprise from any other business venture. It is the hardest to accomplish and measure, but requires living out The Navigator Core and aiming for a multi-generational ministry starting within the context of a business. Although every missional enterprise needs to intentionally pursue the spiritual bottom line, the appearance can vary significantly between enterprises and regions of the world.
The intentional pursuit of a spiritual bottom line within the framework of The Navigators Core is the responsibility of every missional enterprise. There are almost an unlimited number of factors that influence the context and therefore the look of the spiritual transformation bottom line in each missional enterprise. Intentionality and integration is required.
2) Financial Sustainability
Financial sustainability is the second facet of the TBL and the easiest to define, view, and measure. The financial sustainability of the enterprise is crucial to the longevity and identity of the enterprise. There are many reasons to pursue financial sustainability, but when it becomes a peripheral priority, it results in business failure and missional extraction.
A financially sustainable enterprise has recurring required capital to provide adequate cash flow to successfully operate the business each period. Whether non-profit or for profit, financial sustainability is a required bottom line.
3) Social Impact
Social impact is the third facet of the TBL focused on the holistic welfare of the relationships and community surrounding the business. There are many examples of social impact, but it can be summarized by how the enterprise leverages its presence in the community by actively expressing Biblical values. The positive social impact of a missional enterprise can be tremendous and create a ripple effect reaching throughout the community.
A missional enterprise positively affects the local economy, brings justice, provides employment, shapes education, combats disease, protects children, preserves the environment, or has any number of other creative expressions that demonstrate the holistic nature of the Gospel in a community. Ultimately, the local community needs to realize the missional enterprise is “for us” regardless of how it deploys resources into the broader community. A missional enterprise blesses the community in which it is located.
Kingdom values permeate and drive decisions, behaviors and attitudes that influence each of the three bottom lines. For example, the way we treat our employees, compensation policies, access to health care, accounting practices, quality and excellence in which we deliver our goods and services. It is crucial to have Kingdom values in every enterprise.