In any think tank’s life cycle, there comes a moment when growth demands reflection—when ambition needs to be weighed against purpose and when tried and true ways of working no longer feel suited for the road ahead. For Generation for Rights Over the World (GROW), a French independent youth think-tank dedicated to promoting youth perspectives on human rights, democratic governance, and the rule of law in decision-making processes, this moment came to a head just as we joined the 2025 edition of the OTT School for Thinktankers—and it could not have come at a better time.
Over the course of one intensive week, the School provided us not only tools, frameworks, and case studies—it offered a much-needed space for structured thinking about who we are, what kind of organisation we want to become, and how to navigate the delicate balance between impact and sustainability. As we continue the process of strategic reassessment, four key lessons from the programme have stayed with us.
1. From visuals to vision: Branding with purpose
As a relatively new organisation in the ever-changing landscape of human rights, GROW has often juggled the twin needs of legitimacy and clarity of mission. Notably, we have often questioned our identity among NGOs, advocacy groups, and traditional think tanks. The reality is that labels matter—not only for how external audiences perceive us but for how we internally define our boundaries, priorities, and values.
As such, the lesson was clear: branding is not about logos or social media aesthetics. It is about crafting a coherent narrative that helps others understand your role in a noisy and competitive ecosystem. As we revisit GROW’s public-facing identity, we ask more strategic questions: Are we being understood by those we want to reach? Are we speaking the language of credibility without losing the tone of approachability? And above all, does our brand reflect our purpose?
2. Strategic thinking requires letting go
In the early stages of GROW’s development, agility was our strength. But as we grew, the proliferation of research projects, priorities, and partnerships risked diluting our impact. The session on strategic innovation made a compelling case for selectivity: being strategic often means letting go of what no longer serves the mission, even if it worked in the past.
Using tools like theory of change, stakeholder mapping, and futures thinking, we have begun to ask more challenging questions. Where is our energy best spent? What are the initiatives that may be misaligned with our long-term goals? And how do we create space for new ideas to emerge without losing focus? The invitation to treat strategy as an ongoing, participatory conversation—and not a static document—was both liberating and sobering as we have, since then, renewed our efforts in establishing participatory mechanisms to guarantee cross-departmental strategic efforts. Initiatives like our recent strategic retreat have showcased their potential in exploring new avenues while guaranteeing alignment with organisational goals and fostering inclusive exchanges.
3. Building vision-driven partnerships
One of the standout sessions addressed a challenge all think tanks face: navigating the politics, promises, and pitfalls of partnerships. It is often easy to confuse collaboration with alignment. Nevertheless, true strategic partnerships require more than just shared interests—they demand shared risks, complementary strengths, and a mutual commitment to outcomes. Notably, as a volunteer-based organisation, our think tank has limited capacities; it is therefore of the utmost importance to carefully assess where our time, energy and efforts are invested.
At GROW, we are reassessing how we approach partnerships. Who are we saying “yes” to, and why? Are we prioritising value alignment over short-term visibility? The exercises on mapping stakeholders and developing value propositions helped us reframe partnerships as strategic decisions, not just logistical arrangements. In the process, we have begun drafting clearer criteria to guide future collaboration, and we are more prepared to walk away from partnerships that do not support our vision.
4. Leadership transition as a strategic and cultural pivot
Finally, the School made space for the often-overlooked topic of leadership transitions, one of GROW’s ongoing challenges. As GROW currently navigates its own evolution in structure and leadership, we were reminded that succession is never just about individuals—it is about ensuring continuity, enabling adaptation, and building a resilient institutional culture.
Hearing other think tank leaders reflect on their own transitions—on the tension between founder-led vision and distributed leadership, on the risks of burnout, and on the need to create systems that outlast personalities—was both validating and instructive. Cognizant of the fact that our good practices on the matter can still grow and improve alongside our staff, this experience has encouraged us to approach our own transition not with anxiety, but with intentionality: to treat it as an opportunity to embed shared ownership, clarify roles, and invest in the next generation of leadership.
Turning lessons into practice: The road ahead
The OTT School for Thinktankers reminded us that strategy is a continuous journey of adaptation—a commitment to continuously reflect, adapt, and align. For GROW, this journey of strategic reassessment is still unfolding. ur leadership team recently gathered in Lille (France) for a strategic retreat aiming to reframe the understanding of our organisational goals and of the avenues available to pursue them.
We are incredibly grateful for the lessons, tools, and community we gained throughout the School. We now feel more equipped to move forward with greater clarity, stronger partnerships, and a deeper understanding of what it means to lead and grow in today’s shifting policy environment.