Improving Think Tank Management - Results for Development Institute

PRESS RELEASE
For Immediate Release
May 5, 2015
Contact
Mame Annan-Brown
Office: +1-(202) 470-5737
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Olga DeMetri
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ODeMetri@levick.com
NEW BOOK ARGUES THAT STRENGTHENING MANAGEMENT IS CRITICAL FOR THINK TANKS’
VIABILITY AND LEADERSHIP IN THE POLICY ARENA
Despite rapid growth, global think tanks in the Americas, the U.K., Asia and Africa face challenges in
light of rising new competitors and internal governance issues.
WASHINGTON—May 5, 2015—In the past five decades, public policy research organizations, or think
tanks, have emerged as a forefront leader within the policy formulation sphere. Indeed, data reveals
there are more 6,800 think tanks worldwide across 120 countries, with the vast majority concentrated in
the Americas, U.K., Asia and Africa. As these organizations continue to grow in number, mounting
institutional challenges, such as the competition for excellent analysts, are threatening some think
tanks’ viability. Think tanks must reassess their processes to meet changing expectations—making
strong internal governance crucial to ensure their place as a major driver behind policy development.
Released today at the Woodrow Wilson International Center for Scholars, Improving Think Tank
Management: Practical Guidance for Think Tanks Research Advocacy NGOs, and Their Funders—an
authoritative guide authored by leading economist and senior fellow at the D.C.-based Results for
Development Institute Raymond Struyk— finds that:

Management matters. Strong management that retains skilled researchers and analysts, and
invests in capable staff enables think tanks to contribute quality research products.

In today’s competitive and dynamic landscape, think tanks face the challenge of
remaining a relevant authority. Strong research is delivered by top talent, nurtured by efficient
management and, if correctly communicated, funded by donors aware of the realities of the high
costs behind managing a think tank.

To drive policy change, think tanks must strengthen their engagement with key partners
and internal audiences. Think tanks must relay messages to donors, think thank managers
and the boards of directors to ensure internal operations are in synch with external
expectations.

Tailored best practices—from quality control to motivational incentives—will tighten
internal functions to drive effective results. This includes establishing baseline overhead
rates, implementing systems to track a think tank’s spending and creating structures to
effectively train and guide managers.
“Today’s landscape is teeming with third-party sources vying for a position to inform and influence
policy. This should be a wake-up call for think tanks around the world,” said Raymond Struyk. “Efficient
internal governance, which is far from the rule, is essential for think tanks to meet their objectives of
producing quality research and shaping the greater policy dialogue.”
The book, for example, illustrates effective think tank management practices in Latin America by
examining processes at the Argentina-based Centro de Implementación de Políticas Públicas para la
Equidad y el Crecimiento (CIPPEC). CIPPEC’s editorial and quality control processes have sped up
and improved in quality through the addition of new positions, involvement of its highest governance
body, and taking stock of annual expected production.
“I’ve seen the challenges think tanks face firsthand in the developing world. Strong management is the
core of ensuring a think tanks’ positioning within the center of today’s policy dialogue, “ said David de
Ferranti, Results for Development Institute President. “’Improving Think Tank Management’ pools the
critical components behind effective operations to provide applicable suggestions that will boost
management and, consequently, guard an institution’s voice within the policy development space.”
Improving Think Tank Management was informed by more than 50 interviews with think tank managers;
59 think tank surveys administered by global donors and practitioners; 24 success stories on think tank
practices; eight case studies; and many think tank institutional statements.
The Washington D.C. launch is the first in a series of three events to be held in partnership with leading
think tanks in Asia and Africa, including Jakarta, Indonesia based think tank Article 33 and the African
Center for Economic Transformation (ACET) in Accra, Ghana.
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Book Pre-Orders
You can pre-order the book here: http://bit.ly/1dIjB2T.
About Raymond Struyk
Struyk is an economist with significant experience in developing and transition countries. As a resident
advisor he has led housing and housing finance development projects in Indonesia (2 years), Russia
(7), Hungary (2), an Eastern Europe regional project based in Frankfurt (3) and Egypt (1). Until 2012 he
was a Senior Fellow at the NORC at the University of Chicago, where he worked on strengthening
housing finance, program evaluation, and the institutional development of think tanks. He joined NORC
in 2007 after 30 years at the Urban Institute (where he founded its international program in 1981) and
three years as the Department of Housing and Urban Development’s Deputy Assistant Secretary for
Research and Evaluation during the Carter Administration. He is now affiliated with the Results for
Development Institute. Dr. Struyk helped create think tanks in Hungary and Russia and has worked in
detail with a dozen more on management, communications, and research issues. Among his
publications concerning think tanks are Reconstructive Critics: Think Tanks in Post-Soviet Bloc
Democracies (Urban Institute Press, 1999); and, Managing Think Tanks (Open Society Institute and
Urban Institute, 2nd ed., 2006) and a dozen journal articles. Dr. Struyk holds a PhD in Economics from
Washington University in St. Louis and has published widely on housing, housing finance, and
evaluation topics. You can view his full profile here: http://linkd.in/1IG84gc.
About Results for Development Institute
Results for Development Institute (R4D) is a non-profit organization whose mission is to unlock
solutions to tough development challenges that prevent people in low- and middle-income countries
from realizing their full potential. Using multiple approaches in multiple sectors including, Global
Education, Global Health, Governance and Market Dynamics, R4D supports the discovery and
implementation of new ideas for reducing poverty and improving lives around the world. For more
information: www.r4d.org.