Previous
The Think Tank Lab project is a platform and learning space for think tanks in Germany and Europe. We support co-creative innovation for the sector and encourage think tanks to test new practices and methods. Over the past five years, we have developed various training programs and event formats. We collaborated with over 60 organisations in Germany and Europe, and more than 100 think tanks participated in our programs. Therefore, we are engaging with a wide range of think tanks of varying sizes, funding structures, and research topics. The On Think Tanks survey shows some interesting trends that correspond with our efforts. While not representative of the entire sector, the survey’s signals offer a useful snapshot into the key issues shaping the German think tank landscape today. Fifteen organisations in Germany contributed responses. Some of these topics intersect with broader challenges we are identifying in our Think Tank Lab community, including communication strategies and responding to coordinated reputational and cyberattacks, talent retention, and the adoption of AI.
Download the On Think Tanks State of the Sector Report 2025
Not “cutting through the noise” but being the noise
Communication is not simply about dissemination. It shapes how evidence-based research can impact decision-makers, the role organisations play in the policy ecosystem, and how think tanks and researchers are perceived. We continue to observe a need for ongoing investment in effective communication strategies. Not only to “get the message out” from your research findings, but also to position yourself as an institute when dealing with critique and coordinated reputational attacks.
There are significant differences in how much of their budget think tanks allocate to communication in Germany. When asked what percentage of their annual budget is allocated to communications (including staff and expenses), most organisations reported figures between 5% and 20%. One reported a budget as high as 60%, while one said 0%. While larger institutions may have the capacity to finance a communication department, others allocate traditional communication tasks directly to their research teams. Underinvestment in this area may reflect limited resources or different organisational approaches.
Essential to the Think Tank Lab training programs are exercises and reflection on communications and strategies for stakeholder engagement. Both are crucial to delivering a think tank product that is attractive to the target group and can have an impact. We advise early-career think tankers in our Think Tank School to invest resources in building relationships, practising their media appearances, making an effort to understand stakeholders’ needs, and conducting thorough market research on all interest groups. This requires a diverse set of skills, including communication.
Skillset of a modern think tanker: a superhero with a healthy work-life balance
Collecting all the skills a think tank ideally brings to the table results in a long list. In question five of the survey, German think tanks responded very diversely on which skills they would benefit from the most. It is very difficult to consider communications, advocacy, research capacity, project management, innovation and strategic planning as separate “tasks”. What is needed is an integrated approach across these skills and teams. Division of responsibilities and tasks is necessary; at the same time, all entities must be prepared to exchange, collaborate, and inspire one another – rather than working in separate silos, as is often the case in larger institutions. This is a constant challenge in German think tanks, and we can observe different approaches to this problem, such as allocating all tasks on everyone or creating cross-team positions.
The Think Tank Lab’s Leadership and Management Training aims to equip middle managers in think tanks with a skill set to excel in their roles across teams, hierarchies, and responsibilities. This includes not only a profound understanding of a changing fundraising environment and a strategic approach to research projects, but also reflection on team dynamics and agency for organisational change. A healthy work mindset, self-care, and peer exchange are essential components of the training.
AI: Widespread uptake, but skills gaps remain
The survey reveals that 12 out of 15 German think tanks are to some degree using AI in their work. The most common areas of application are research (11 organisations) and communications (8), with smaller numbers applying AI in administration (4) and fundraising (1). A closer look at tools in use reveals a strong interest in practical, productivity-enhancing applications. Several organisations also noted using large language models (LLMs) such as Perplexity for research support, drafting contracts, and transcription or translation for events—tools that are quickly becoming standard in the sector. Interestingly, the barriers to AI adoption that are often discussed in other contexts—such as ethical concerns, resistance to change, or the technical limitations of AI and false output—were not identified as major obstacles in this sample.
That said, the survey shows a clear recognition that staff skills need to catch up with technological opportunities. When asked which competencies will be necessary to use AI effectively, respondents named data analysis (12) and data visualisation (11) most frequently. Others emphasised the need for machine learning fundamentals (8), prompt engineering (7), and AI ethics and governance (6). These signals highlight both momentum and a gap. Think tanks are using AI, but often in limited or surface-level ways. The next challenge lies in moving from scattered adoption to deliberate, value-driven integration.
The Think Tank Lab is increasingly hearing from partners who want to go beyond simply “trying out tools.” They’re asking how AI fits into their mission, how to govern its use responsibly, and how to build internal capacity in a way that supports long-term transformation. As the technology evolves rapidly, the sector will need more shared learning spaces, case studies, and guidance tailored to its unique needs.
Looking ahead
The data from this survey are not representative, but they are suggestive. German think tanks are considering the future, but they are doing so at varying speeds and with differing resources. Communication strategies remain undervalued, new talent needs support in adapting to the think tank ecosystem, and AI is on the horizon but not yet fully embedded.
We should not only invest in research, but also in the people, practices, and systems that enable research to make a meaningful difference. As the sector continues to navigate uncertainty, the importance of spaces for collective reflection and support—such as those offered by the Think Tank Lab—will only grow.
