the think tank hub

a space for learning and exchange

7 Must-Have (Free) Mobile Apps to do Your Job Better

7 Must-Have (Free) Mobile Apps to do Your Job Better

A list of very useful tools for any think tank:

Brewster: Instant Rolodex – Brewster is a handy mobile app that pulls in contact info and other details from all of those platforms and creates eye-catching, in-depth profiles for each and every person.

Here on Biz: Meet your LinkedIn contacts in real life – Virtual connections are great, but nothing beats a face-to-face meeting. With Here on Biz, you can instantly see which of your LinkedIn contacts (as well as other LinkedIn users) are physically nearby, segmented into visitors and locals.
HootSuite: All your social media, anywhere – Yes, HootSuite is my company. But it’s not just fatherly pride when I say HootSuite Mobile is an amazing app for handling social media on the go.

Dropbox: Your hard drive, anywhere – Here’s an oldie but goodie. According to urban legend, Dropbox was hatched back in 2007 when MIT grad and founder Drew Houston got fed up with always forgetting his memory sticks around campus. His solution: a seamless, cloud-based system to sync files across all of your devices.

Trello: Beyond to-do lists – Back In the early 1950s, engineers at Toyota pioneered a deceptively simple scheduling system called Kanban, based on index cards passed from one part on the plant to another. Trello takes this concept into the mobile era. Tasks (or Lists, in Trello lingo) are represented as columns on a virtual corkboard.

Evernote: Junk drawer for your digital life – Another indispensable classic, cloud-based notetaking app Evernote is quite possibly the world’s most incredible junk drawer.

UberConference: Conference calls on the go – Organizing conference calls is a logistical feat under the best of conditions – emailing colleagues to set a time, sending out access codes, waiting for everyone to call in. Trying to do all that on the go can be nearly impossible. That’s where UberConference comes in.

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From non-renewable resources to unlimited knowledge

The new think tanks could focus on natural resources

The power of the ‘package’ in communicating forestry research

This is an excellent example of what a Digital Think Tank Hub could help new think tanks develop

Who would be interested in being part?

My first thought had been students: young bright minds in undergraduate or postgraduate courses who are motivated and interested in working in policy but are not keen to join ‘old-school’ academic or consultancy research centres. When I was at uni we only had four choices: the government, traditional and established think tanks, NGOs, and international agencies. In each case we had to ‘join’ an established institution: with its rules and baggage.

Never have these rules and baggage been more relevant: long studies, unimaginative communications, exaggerated hierarchies, etc.

But, back then, setting up a new initiative was out of the question. The start-up costs would have been too high. Today, on the other hand, they can be almost zero.

Build the foundations while you study

Prospective members of the digital hub could ‘join’ while studying. They could combine the writing of their dissertation with blogging about the subject matter. Each paper they read could become a post and each chapter could evolve into a background note or a policy brief. Every once in a while they could venture an opinion (increasingly expert).

Not only would they be able to share their work and ideas but they could also use the blog as a research tool; the comments they receive could help them in their research. Setting up a Twitter account could help a great deal too: In praise of Twitter: 5 ways in which it can help think tanks (filter, announce, search, network and argue).

By the time they are done with their dissertation and ready to join the labour market they will be well known in their field and will have a public body of knowledge to leverage in forming a new initiative. At the very least, if they choose to join an established think tank, the blog and their visibility will be good for them.

Don’t do it alone

When I first thought about the Digital Think Tank Hub I had teams in mind. Small groups of people interested in an issue coming together to develop the think tank. So students (as well as researchers and practitioners interested in joining the hub) should look for others interested in the same issues as they are.

Take an issue like transport: a team of three could tackle rural, urban, and international transport; or infrastructure, public service concessions, and financing.

Here is some very good advice from Hans Gutbrod on think tank start-ups.

How much would this cost?

Cost

Staffing cost for the hub would be the most significant expense but the staff would also be charged with developing the products and services offered to the centres thus keeping costs down.

An estimate of staffing costs for a London based hub is £200,000 per year. (The London base provides a higher limit estimate.)

The team would based in public spaces such as the Royal Festival Hall which would demand a subscription charge of £60 per year per person: £240.

Laptops for the team could cost up to £6000 for at least 4 years.

Communications, travel, subscriptions, etc. could increase the budget by another £30,000 to £40,000 once an initial set of think tanks has been identified.

In total, then, the hub could cost about (and up to) £250,000 per year.

Value for money

For £250,000, the hub would develop management, research and communication tools useful for all think tanks (hence in the event that the initiative had to close down, the tools would still be useful for non-members); it could support the development of at about 5 new think tanks every year (which is an equivalent of £50,000 per think tank); and it would produce new content on how to set up think tanks, new digital tools for think tanks, and other insights into the world of think tanks that will be shared publicly to benefit others.

The digital think tank hub

Objective

Support the formation of new think tanks by reducing some of the start-up costs involved and speeding up the idea-to-public debate cycle. New think tanks can help to break intellectual entrenchment, promote a more public policy debate, and provide funders with more options –thus improving the labour market for experts. Besides the obvious positive effects this can have on the promotion of ideas, it can also help keep the cost of doing research in developing countries at bay.

Value proposition

The digital think tank hub focuses on digital tools as a means to facilitate the setting up process. By relying on freely available tools the hub will provide its members with the opportunity to choose and follow their own development paths leading, potentially, to a more formal and physical structure.

The hub model also creates a community of think tankers who may or may not have experience in working in or this kind of organisation and can therefore benefit from the support it will enable. It is, in essence, a mentoring initiative that nurtures the creative and entrepreneurial nature of young leaders.

A key assumption made here is that there are many young and competent researchers and policy entrepreneurs who want to join the think tank community but are not inspired by the traditional and closed way of doing things of existing think tanks and policy research centres. They are motivated and willing to invest their own time in developing new institutions.

It also assumes that only these new and creative think tank initiatives will generate interest among potential new philanthropists in developing countries. The traditional approach (long reports, old style websites, limited public engagement, etc.) that existing think tanks tend to prefer does not match the expectations that modern entrepreneurs (and future philanthropists) have of them.

Finally, the approach assumes that, at the very least, the initiative will show existing think tanks what is possible to do with limited funds and how new technologies can be used to achieve maximum public exposure.

Key target

The think tank hub is primarily designed to support young entrepreneurial and competent researchers and policy entrepreneurs who find that existing think tanks in their countries do not offer them the space to advance evidence informed policy ideas in ways that take full advantage of the opportunities provided by new digital technologies.

Some of these young entrepreneurs could be researchers at existing think tanks or research centres who are considering developing competing centres, recent graduates from local or foreign universities who would like to join the think tank community in their countries but do not necessarily the existing organisations, or even retired or retiring policymakers who are keen to explore new forms of public engagement.

Process

The idealised process is as follows:

Think tank teams interested in working around a policy issue or idea apply to join the digital hub. They are selected based on their commitment and knowledge base; after all, this is still an effort to promote the role that research based evidence plays in policymaking.

Once they are part of the process they receive a set of basic tools and services:

  • An online space linked to a set of digital tools for management, research and communications
  • Mentoring from a senior researcher to develop an appropriate research agenda; from a senior communicator to develop an appropriate communication and outreach strategy; and from an experienced manager to develop a management structure and a development pathway for the organisation.
  • Depending on their progress, and at a later stage, they may also receive seed funding to develop their ideas further or leverage additional funds from institutional funders.

Each think tank would join the hub’s programme for between 1 and 3 years. They would join as temporary members during the expression of interest or application phase. During this period, the hub team would monitor the think tanks and assess their commitment while they work on their strategy and plans. This period could last up to a year. During this period, it is expected that the think tank will operate at least as a filter and amplifier of relevant information building a reputation and audience.

Then the think tanks would officially join the programme and may be entitled to seed funding to implement their strategy and plans. Over this second period, the think tanks would be expected to produce and communicate innovative research and ideas. During this period, too, the hub team will work with the think tank to consider its future including setting up an independent organisation.

If successful, the think tanks will graduate into a final independent phase in which the hub could continue to provide mentoring and support as the think tank consolidates is governance, agenda, strategy, and funding.

Key components of the hub

Online space

  • All think tanks will start with a blog-based site and then, if necessary, build a static page.
  • They will develop a strategy to take advantage of public spaces and then, if necessary, rent its own space.

Digital tools

Think tanks will be given training and guides on how to use a range of digital tools. They will be expected to use them as part of the conditions for support from the think tank hub. These tools will cover:

  • For research
  • For managing
  • For communicating and engaging

Leadership

Over the course of the programme think tanks will be provided support on developing the right governance structure, roles and responsibilities of each current and future member of the team, and help in finding them:

  • Boards
  • Executive Directors
  • Heads of communication
  • Researchers
  • Support

Research

Think tanks will be given training and guides on how to develop research agendas, take advantage of existing research, and develop the right research outputs for their policy needs.

Budget

Think tanks will be supported throughout the process:

  • In kind: including all the support described above, including support in fundraising
  • In cash: potentially including seed funding as well as rewards for excellent performance and innovation.

The hub’s team

The hub model can work at four levels: global, regional, national, and local. The main difference relates to the face-to-face time that the hubs team would be able to have with the hub members. In any case, it would be possible to link up the hubs into a network (horizontally and vertically).

At each hub, the team would involve the following roles (the number of ‘specialists’ would depend on the number of think tanks supported –but a good estimate is that 1 communications specialist can support up to 10 three person think tanks; albeit not all starting at the same time):

  • An Executive Director: to manage the hub and provide general oversight as well as support to the think tanks directors on governance and strategy.
  • A Head of Research (if more researchers are needed or if a nested hub model is developed then they would be line-managed or supported by the head of research): to mentor and advice the think tanks in the development and implementation of their research agendas. The head of research will also design and deliver the necessary trainings and guides for the think tanks
  • A Head of Communications: to mentor and advice the think tanks on the development and implementation of their communication and policy outreach strategies. The head of communications will also design and deliver the necessary trainings and guides for the think tanks
  • A project manager: to provide administrative, accounting, and logistical support to the hub.

The location

The hub will work virtually by making use of public spaces (e.g. coffee shops, universities, museums, etc.) or sub-letting free space in offices in the cities where it operates. This approach will help keep costs down as well lead by example.