When I worked at a think tank in Ecuador, where I coordinated the Democracy area, I often found myself facing challenging questions. Some were practical: How does the think tank remain financially sustainable in an uncertain environment? How do we measure its impact? Others were more strategic: How can we ensure our research influences public debate? How do we lead teams through periods of change? When is the right time to rethink our organisation’s role?
The most daunting part was the lack of resources to turn to. Many of these issues had no clear answers, and few platforms existed for open discussion and learning from others.
That’s why the title of Goran Buldioski’s session on funding at the School for Thinktankers 2025, “Everything you ever wanted to know about funders of Think Tanks (but you were afraid to ask)”, struck a chord with me. Many of us have been there with crucial questions, but nowhere clear to turn for answers.
Several years later, as part of the On Think Tanks team, I was in Barcelona, organising the School for Thinktankers 2025. This space was designed precisely to explore these questions and, even more importantly, generate new ones. The programme was an intense week during which thinktankers from around the world gathered to exchange ideas, share experiences, and learn from one another.
And I say this with complete sincerity: I would have loved to have had access to a space like this while navigating the challenges of working in a think tank.
Learning from others: The best strategy
The most valuable part of the School for Thinktankers 2025 was not just the content (though the experts and sessions were incredible!). It was the power of peer-to-peer learning. Whether participants came from large, well-established think tanks or smaller, emerging organisations, their challenges were strikingly similar.
Here are some of the key takeaways:
The importance of strategic thinking for the future
One of the school’s key themes was the need for strategic thinking and future preparedness. It is not just about survival but about anticipating and shaping change.
Sonja Stojanovic and Mònica Nadal challenged participants to reflect on what innovative leadership truly means in a think tank and why organisations need to rethink their identity over time.
Krizna Gomez from Tala Strategies took this conversation even further: How can think tanks respond to change and actively influence the sector’s future and social change? Her session was a powerful reminder that change is not something that just happens to us. We can shape it through strategy and vision. She highlighted the importance of developing new skills, such as identifying signals of change, building organisational resilience, and making strategic decisions that allow think tanks to adapt while staying true to their purpose.
Building networks: No one navigates these challenges alone
A think tank’s success does not rely solely on the quality of its research. It also depends on the relationships it builds with key stakeholders.
Lilia Rizk, from the Policy Center for the New South, provided participants with tools to build strategic alliances that genuinely create impact.
Funding was another central discussion point. Participants explored fundraising not just as a way to secure financial resources but also as a means to build trust with donors and strategic partners. Goran Buldioski’s session was instrumental in helping participants understand how think tanks can engage with funders while maintaining their independence.
Technology and communication: Allies for sustainability
Another common challenge was how think tanks can leverage technology and enhance communication strategies. From AI to communication tactics in complex environments, technology is an asset many organisations are still learning to harness fully.
David Watson, from Chatham House, challenged participants to rethink how they communicate their work, especially during times of uncertainty. He demonstrated that clear and purposeful messaging is as important as the research itself.
Additionally, discussions on AI and digital innovation encouraged participants to consider integrating technology without losing the human-centred approach that defines think tanks’ work in public policy.
More than a school, a community
If there was one clear takeaway from the School for Thinktankers 2025, it was this: nobody has all the answers, but together, they can build them. The opportunity to listen, debate, and connect with professionals facing similar dilemmas across different regions is invaluable.
The challenge now is to take these lessons beyond the school. Many participants returned to their countries with concrete plans to rethink communication strategies, improve organisational transparency, or strengthen internal governance. Some are even motivated to replicate this experience within their teams.
As the school drew to a close, it was clear that the conversations and learning would continue. This reaffirmed something I have always known but now see even more clearly: working in a think tank is a continuous learning process. The best thing we can do is keep asking questions, sharing experiences, and creating spaces where we can learn together. The School for Thinktankers is here in 2026; there is always more to learn, and that’s what keeps us inspired and motivated.