Congregations are in the information business. We rely on trust and name recognition to attract contributors and volunteers. At one time, congregations could expect to be the sole source of religious services for their own members. Today and in the future, multiple channels offering packaged pieces of religion will compete in a broadening marketplace. Like scholars who once relied on Britannica because it was all they had, individuals now hunt for the best value in a global market.
Consumers expect to have immediate, interactive access to information anywhere on the planet.
Congregations have two choices. Like Britannica, we can pretend that our prestige and heritage render us immune to economic change. Or we can reinvent ourselves to fit the new reality. Or it might become a spiritual training center, equipping people to cope with a changing world. Change is likely to involve letting go of some familiar pieces of our work, perhaps spinning them off to parachurch or non-church agencies, in order to concentrate on doing what a congregation can do best.