I believe there are a handful of areas where Cru will need a significant paradigm shift in order to move forward in our stated vision of movements everywhere so that everyone knows someone who knows Jesus.
1. Apostolic Mission with a Catholic Organization Structure.
Movements Everywhere is a distinctively apostolic type vision. Take turf! However, our leadership structure is decidedly Catholic (not in theology mind you, but in hierarchy). I think this will prove a detriment to growth. From my warped point of view, the ME vision requires opportunities for leaders to move forward into uncharted waters, without having to seek permission from others in the system. See this for more.
(and please here me on this - we have no bad people in this structure - it is actually the structure itself that prevents the kind of growth we desire. I have served at every level of the organization and I can honestly say that I have worked with some of the most wonderful, godly and genuine people in the world - but the system, I think, works against us).
2. Apostolic Mission with a Pastor / Teacher Culture
Don't get me wrong. I live on good teaching and accurate theology. I want to think rightly about the scriptures in all things. However, in a Ephesians 4:11 mindset (Apostle, Prophet, Evangelist, Pastor, Teacher - APEPT) we cannot afford to gravitate toward being heavily pastoral. From my limited view, a leadership culture than leans toward shepherding and accuracy will be unable to move us to the risky behavior needed for movements everywhere. It seems we will be too concerned with things that have nothing to do with movements everywhere. For more on this read this.
3. Apostolic Mission with a Leadership Development Focus
I am probably way off my rocker, but it seems to me that you don't get leaders by focusing on leaders, you get leaders by focusing on the mission. Leaders are what bubble to the surface when the vision and mission are compelling enough to engage in risky behavior - thus needing leadership. As soon as we try to organize, program and teach our way toward leadership we are in trouble. Leaders are developed in the crucible of the mission focused adventure.
4. Bill Bright would struggle to join us now.
This may be goofy and anecdotal (who needs facts when you have a story!). In Bill's second year as a staff guy (the staff guy) he left Vonette in charge at UCLA and moved on to another campus to begin a new work. He did this because he could - and because he owned the next step of expansion. Staff cannot do this now. Well, technically they can go to another campus, but there needs to be 'coordination' and 'conversations' first. The idea of simply expanding turf on your own merrit is not something that we currently do outside of the organizational systems. In this day and age, if young Bill was wanting to go from UCLA to USC, he would need to talk to his current director, a regional guy, a metro guy, and various components of the HR world, and probably the director of the place he wanted to go. And still it would not be his choice. Rapid it is not. (some have said, "well, big deal - who is asking to do this anyway!" . . . . my point exactly).
"For years, ministry leaders have used a business model in managing their churches. It's a legitimate attempt to get religious organizations working at a more efficient level and trying to make them more productive. But ultimately that won't work. Writer and consultant Jim Collins, author of Good to Great, says a business ins driven by profit, but a nonprofit is driven by mission. The two cannot be confused."
