Day two | 18 June, 2025

Will AI kill the think tank report?

• Amelia Broodryk, Director of Communications, ISS
• Karen Kühlcke, Strategy, Growth and Impact Manager, Cenfri
• Facilitator/moderator: John Schwartz, CEO, Soapbox

The session explored how think tanks can maintain relevance and influence in the AI era, emphasising strategic positioning and audience engagement by defining a clear niche and focusing on civil servants and ministerial advisors for deep influence through expertise and trusted relationships, rather than just elected officials. Effective communication and timing are crucial, with acknowledgement that while PDFs are still expected, diverse formats are increasingly preferred, and internal silos often hinder timely dissemination. Methods for policy engagement include establishing shared objectives in meetings, creating safe, invite-only dialogue spaces, and consistent, supportive check-ins with officials. Despite growing AI curiosity, particularly for internal tools like AI-powered search systems, confidence remains low, underscoring the need for capacity building for senior officials in safe learning environments. Credibility and relationship building are paramount, relying on quality work, strong networks, and supportive communication with officials, rather than loud self-promotion or public critique of bureaucracies without understanding them. The session balanced concerns about AI’s impact with practical tools and approaches, highlighting how AI can enhance workflows and decision-making when used intentionally and strategically.

The role and impact of think tanks in challenging contexts

• Gang Li, Prof. and Founding Director, China Think Tank Research and Evaluation Center (CCREC), Nanjing University
• Min Zar Ni, PhD Candidate, University of Southern Denmark (SDU)
• Yara Mourad, Assistant Director, Issam Fares Institute for Public Policy and International Affairs, American University of Beirut
• Facilitator/moderator: Maysa Baroud, Joint Fellow, Middle East Council on Global Affairs and Issam Fares Institute for Public Policy and International Affairs

This session comprehensively explored the multifaceted challenges faced by think tanks operating in “challenging contexts” globally, particularly highlighting unique experiences in China, Myanmar, and Lebanon, where common obstacles include political pressure, security risks, public distrust, and limited access to reliable data and funding. It was noted that defining and measuring impact in such volatile and politically charged environments remains particularly difficult. The session delved into China’s predominantly governmental or university-based think tank landscape, where stable funding is offset by limited autonomy in agenda setting due to a weak culture of philanthropy and a lack of public policy debate spaces, though internal discussions persist to inform leaders. In Myanmar, think tanks grapple with role definition, talent retention, and the severe impact of political instability, leading some to transition into diaspora organisations. Key strategies for resilience include continuous engagement with local communities, providing timely “good and dirty” research to policymakers, and fostering trust through informal engagement. Lebanon’s Issam Fares Institute, operating in an “extremely volatile context,” exemplifies the need for agility and the role of academic institutions as neutral spaces for convening diverse stakeholders and co-creating solutions. Across these contexts, collaboration, networking, and actively combating misinformation with evidence are crucial strategies. The shrinking civil society space was identified as a pervasive challenge, necessitating adaptations from leveraging diaspora talent to pressing international donors for support.

Think tanks as training grounds for cultivating policy leaders

• Aditi Someshwar, Policy Analyst, Warwick Think Tank
• Benjamin Garcia, Executive Director, Espacio Publico
• Pamla Gopaul, Lead Coordinator, NEPAD
• Wanda Nick, External Relations Manager, Mercator Institute for China Studies (MERICS)
• Moderator/facilitator: Denis Foretia, Executive Chairman, Nkafu Policy Institute

This session explored the evolving role of think tanks beyond traditional research hubs, highlighting a growing consensus that they are becoming vital “incubators for leadership skills” that nurture policy leaders through training, mentoring, and practical exposure. Programmes such as internships, fellowships, mentorships, and policy labs are increasingly offering critical skills in communication, stakeholder engagement, and leadership development. However, the session also revealed a wide spectrum of approaches and contextual differences, noting that while African think tanks increasingly prioritise capacity building and policy training, some European counterparts may not yet view themselves primarily as leadership pipelines, illustrating varying national priorities and underdeveloped think tank ecosystems in some regions, such as Cameroon. Significant challenges were identified, including the tension between providing valuable, skill-building opportunities and ensuring fair compensation, with concerns about potential tokenism for youth engagement. Furthermore, limited funding often impedes the retention of crucial communication professionals, despite universal recognition of their importance for policy influence. The overarching message was that for think tanks to truly bridge the gap between research and policy, they must strategically invest in leadership pipelines, offer fair compensation, develop alumni networks, and build robust communication capacities, thereby shaping not just knowledge but also the individuals who will carry it forward into governance and public service.

AI for think tanks: From FOMO to intentionality

• Joscha Wirtz, Senior Associate, Sociopúblico (remote)
• Monica Nadal, Director of Research, Fundaciò Bofill
• Navneet Gidda, Head of Comms, Minderoo Centre for Technology & Democracy, University of Cambridge

Think tanks are undergoing a significant transformation in the AI era, needing to rethink their roles from “knowledge brokers” to “knowledge owners” and embrace strategic communication and intentional design for AI integration. AI offers substantial opportunities for efficiency and automation in tasks like grant applications, report drafting, content repurposing, and information retrieval via tools such as internal search systems and institutional memory chatbots. However, this shift comes with risks and challenges, including potential staff misuse, lack of quality control, ethical concerns, and the possibility of eroding methodological integrity if not carefully managed. To address this, organisational readiness and capacity-building are crucial, necessitating the hiring of AI-specialised staff, dedicated budgets, and the establishment of AI task forces to guide ethical use and pilot projects. Practical actions involve sandboxing approaches for learning and finding trusted providers, while questions around disclosure and transparency of AI use in public outputs are emerging. Overall, the session highlighted the need for a balanced approach to AI, combining curiosity with caution and strategy with experimentation, recognising think tanks’ vital role in shaping AI for knowledge, equity, and public good.

Democratic or not: When evidence is not welcome

• Aida Aidarkulova, Executive Director, CAPS Unlock
• Dena Lomofsky, Partner and Senior Consultant, Southern Hemisphere
• Seyed Emamian, Founder, Governance and Policy Think Tank
• Facilitator/moderator: Margarita Beneke de Sanfeliú, Director, FUSADES

This session explored the challenging environment faced by think tanks, noting that despite a lack of data, the core challenge is a shrinking political space, with think tanks often labelled as foreign agents and losing critical resources. To maintain effectiveness, decisions must be guided by evidence, not fear, and influence in polarised environments requires think tanks to reframe their narratives to safeguard neutrality, preserve credibility, and keep a seat at the policymaking table without going silent, though this approach sparked debate during the session. The discussion highlighted the demand for optimism and adaptation, encouraging think tanks to reimagine impact, forge links with multilateral institutions and the private sector, bridge formal relationships with governments, and invest in resilient networks to ensure critical issues remain on the agenda.

Rethinking impact in an era of disruption: Recognising think tank value beyond traditional policy wins

• Dena Lomofsky, Partner and Senior Consultant, Southern Hemisphere
• Estefania Terán V, Senior Associate, OTT
• Frejus Thoto, Executive Director, African Center for Equitable Development (ACED)
• Philip Ibrahim Khan, Director of Strategy, Center for Advocacy and Global Growth (CAGG)

The session on rethinking impact highlighted a key debate: while direct policy influence is traditionally seen as the ultimate measure of a think tank’s success, many participants argued that the primary focus should shift to improving the lives of people. This sparked discussion on whether policy change should remain the sole objective, or if a broader definition of impact encompassing other valuable outcomes is needed, though a universal definition proved elusive. Further points of contention included whether intermediate outcomes should be considered impacts and if think tanks should engage in policy implementation or solely focus on providing evidence. A significant need was identified for think tanks to improve the communication of their results. Ultimately, the discussion underscored that “impact” carries diverse meanings depending on an organisation’s sectoral focus and local context, suggesting the topic warrants deeper exploration.