Business and the Christian Life: Guest Column
President Calvin Coolidge once said that “the business of America is business.” Too many Christians think of business as either inherently bad, immoral, or perhaps amoral, something set apart from their faith. At best, it pays the bills and support the missionaries, but many fail to see it as also under the Lordship of Jesus Christ.
Recently, Colson Center COO Pete Marra challenged a group of business leaders to rethink business according to a Christian worldview, especially in light of emerging cultural challenges:
I believe there’s one thing that changes the world, and that’s the Church. There is no plan B. There’s no alternative to that. It’s the Church. But I also believe that there’s something that is equally under it, so not exactly equal, but equal and under, and I would say that is enterprise. Enterprise being business.
What we have at our disposal through business, the ability to organize, to solve problems, to create value, to deploy capital, to steward the things that God has given us, is something that’s very unique to enterprise itself. … So, with that kind of framework, I want to talk a little bit about calling and think about place.
There’s a reason that we use the idea, “You are here.” This can’t be missed on us in this cultural moment, particularly as business leaders—leaders of enterprises—that you were brought to a time and place that God has called you to and God has brought you to. And it’s now.
[I]t’s not an accident. I believe not only has God brought you to this place and called you to this space, but he’s equipped you for it. [T]here’s something that’s happening inside the world that we’re speaking to in theological spaces, and philosophers and some politicians and business leaders are talking about it, and that’s the age of AI.
But AI is just a new tool for a bigger problem. The bigger problem that we’re facing—and one that I think is going to impact business and enterprise in a way that we have never seen, at least in my short lifetime—is the fundamental question of, “What does it mean to be human?”
I know that sounds a little bit heavy or like I’m trying to make a bold statement, but I just want you to think about something like your corporate culture. I want you to think about how you use enterprise when you have an opportunity to become more efficient, make more money, which generates more profit, which gives you more to steward, which is the reason we get into business.
Let’s not be confused. I’ll stand here and tell you, I love profit. I am never confused about for-profit. In fact, I’ve often joked, I sometimes prefer for-profit businesses over nonprofit, because no one’s confused about what we’re doing.
But here’s the challenge we’re facing: What happens when that idea of profit and the deployment of capital face a maybe once-in-a-generational upheaval to where we no longer need a workforce? What if the ways we used to think about automating production factory lines, we can now automate everybody?
Now, is that going to happen next year? No. But these are questions I think business leaders have to start wrestling with now so that they can do that. We need a framework to be able to think through that. That framework is something you’ve seen inside the Truth Rising: The Study, which is that idea of hope, truth, identity, and calling.
[W]e must remember through these things that that idea of hope is what drives us. Our hope is in Christ, and Christ alone. Never be confused. If that is where we find our hope, then the truth of the world, the truth of God’s story of Creation, Fall, Redemption, and Restoration is the thing that gives us not only meaning, but it helps us anchor the why we do business.
The Dutch theologian Abraham Kuyper famously said that “There is not a square inch in the whole domain of our human existence over which Christ, who is sovereign over all, does not cry: ‘Mine!’” This is as true about business as about anything else.
Copyright 2026 by the Colson Center for Christian Worldview. Reprinted from BreakPoint.org with permission.
