October 21, 2013


Request for Case Studies for Ray Struyk’s new book on Improving Think Tank Management

[Editor’s note:  R4D and Ray Struyk are working on a book on think tank management and are looking to include cases from think tanks in it. This is their call for proposals. Later on the book will be serialised via On Think Tanks]

Becoming a highly effective think tank requires more than just producing quality research and having robust policy engagement. High-performing think tanks seeking to improve development policies, conditions and discourses, also need to exhibit and engage in strong management practices.

In Improving Think Tank Management: Practical Guidance for Think Tanks, Research Advocacy NGOs and Their Funders, a comprehensive revision and reorientation of the 2006 second edition of the widely used and respected Managing Think Tanks: Practical Guidance for Maturing Organizations, we seek to highlight actual experiences of think tanks and policy research organizations who have improved their own management practices and policies.  To do this, we would like your help.

If your organization has experience in one of the topics listed in the table below, you and your organization could be featured in Improving Think Tank Management and associated communications to promote the book –as well as receive monetary compensation of USD500 for your work on the case study.

To Apply:

  • After selecting a topic from the table below, draft and submit a 200-300 word brief describing your organization’s experience with the topic, including the problem faced, the policy or practice used to overcome the problem, and, very importantly, the effectiveness of this solution using some type of objective indicators.

You will be notified on or before November 15, if we would like to share your experiences in Improving Think Tank Management   If selected, you will be asked to expand your brief into 1,000-1,200 word case studies that may be included in the book and for which you will receive USD500 compensation. Overall, we will be commissioning up to twenty case studies.

We look forward to hearing your experiences with think tank management improvements.  If you have any questions, please feel welcome to email Courtney Tolmie ([email protected]).

Topic for Briefs

1 Development and implementation of an explicit, written staff incentive strategy


Implementation of a comprehensive staff assessment process


Adjustments made to the job descriptions, hiring criteria, or performance indicators for senior research staff to include active participation in social media


Development and implementation of an orientation program for new staff


Development and implementation of an annual training program


For larger organizations, development and implementation of a program for training new research team leaders in their management tasks and personnel leadership responsibilities


Implementation of an efficient quality control process for written products needing quick and timely review, including blog postings


Implementation of a thorough but efficient review procedure for presentations at conferences , press briefings and similar events


Describe a case where the managing board had traditionally been substantially involved in personnel, procurement and similar issues, and then the organization’s leaders worked with its board so that it now focuses on more strategic issues such as the broad oversight of the effectiveness of the think tank’s research and communications programs


Think tank management and the board shifted from a tradition where there was little communication between the organization’s president and the board between board meetings to one where the board receives regular updates on the organization’s activities and major publications and are consulted individually occasionally on significant issues within their own expertise between meetings.  (for boards meeting a maximum for four times per year)


An example of an organization deciding to add a major new policy area to its work program


An example of an organization deciding to add a non-policy research area to its work program, e.g., offering courses in policy analysis or advocacy and coalition building


An example of an organization deciding to add consulting services to its work program with clients being government agencies or for-profit entities such as banks or survey firms


Design and implementation of a “time sheet system”


Implementation of a strong procedure for computing its indirect cost rate (overhead rate)


Establishment of a comprehensive set of indicators for use by senior management to track the organization’s performance in a range of areas, including but not limited to effectiveness in policy engagement