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In this energising and sharply delivered keynote, Mavis Owusu-Gyamfi, President and CEO of ACET, made a compelling case for a new paradigm of collaboration among African think tanks. Framing the conversation around the concept of “co-competing”, she outlined how African institutions are rejecting outdated models of fragmented competition and embracing coordinated efforts to shape policy, influence global debates, and redefine the continent’s role in the development landscape.
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A vision for transformation and the confidence to demand better
Mavis began by stating her ambition unequivocally: “I want to leave my tenure [as ACET] being referred to as the best economic institute on economic transformation for Africa, not just in Africa, but globally.” This vision is underpinned by a frank assessment of the current status quo in which “the bar in Africa is low” and a call for excellence that matches, and even surpasses, global standards.
Against this backdrop, she highlighted a continental shift in mindset. A new generation of think tank leaders is emerging, recognising that collaboration amplifies influence. African governments are increasingly seeking context-specific, solution-oriented advice, while international actors are looking for trustworthy partners to navigate complex realities on the continent. The moment, she argued, is ripe for transformation, but only if African institutions act together.
From competition to co-competition
Central to Mavis’s message was the idea of co-competing, not competing for the sake of institutional prestige, but collectively advancing shared goals. She noted a rise in joint project bids among African think tanks, replacing the traditional model of isolated or subcontracted work. In one example, ACET deferred G20-related work to a peer organisation better equipped to lead on the topic, which then subcontracted work to others across the network, not for free, but as paid partners. “It’s not about reinventing the wheel,” she said. “It’s about putting our best foot forward.”
This pragmatic approach is not limited to research. Mavis described how think tanks are increasingly supporting one another in policy influence, capacity-building, and even operational management. Organisations like the Policy Centre for the New South (PCNS) are being recognised for their excellence in conference management – a capability now seen as a shared resource, rather than a competitive edge.
Building a functional ecosystem
For coalitions to thrive, Mavis stressed the importance of thinking in terms of ecosystems, not silos. African think tanks must understand their roles within a broader policy landscape, whether as economic analysts, civil society connectors, or conveners of government engagement.
ACET has worked to intentionally build relationships with universities and research institutions such as the African Economic Research Consortium (AERC), drawing on their knowledge to fill gaps and respond quickly to government demands. “We are more nimble and quicker than ever before,” she noted, attributing this agility to strategic collaboration and trust-based networks.
Crucially, Mavis underscored the importance of staying focused. Donor expectations often lead organisations to overstretch, from conducting pure research to managing media relations and citizen engagement. The result is mission drift. By embracing specialisation and rejecting projects that don’t align with core strengths, think tanks can be more effective. One striking example: after rejecting two offers of USD 100,000 in misaligned funding, ACET later secured USD 1.5 million in funding that truly supported its mandate.
Amplifying African voices with precision and purpose
One of the most resonant examples of coalition power shared during the keynote was the Amplifying African Voices Initiative. Initially formed in response to the perception that African ministers lacked clarity in global financial debates, the initiative grew from 11 to 25 think tanks in just three years. Together, they developed a consistent set of key messages, delivered through crib sheets and repeated across regional and global forums—the result was a unified and increasingly influential African voice.
Mavis highlighted several milestones of this collaboration, including influencing the UK’s proposal on global liquidity, contributing to the Sovereign Debt Roundtable with the IMF, and feeding into the FFD4 (Financing for Development) process. The lesson was clear: coordinated, sustained engagement achieves more than isolated efforts ever could.
Reimagining engagement: From Spring Meetings to structural reform
Another example of successful coalition work came from the World Bank Spring Meetings, where think tanks avoided overlapping events and instead worked together to increase African visibility. The result was unprecedented: the highest-ever participation from the World Bank and IMF, and a shared platform for showcasing African expertise.
Looking ahead, Mavis proposed even deeper collaboration, for example, meeting with the new heads of the African Development Bank and African Union as a coalition, rather than through piecemeal engagements. “Let’s not go one by one,” she urged. “Let’s do this together.”
The back-office revolution
Beyond strategic alignment, Mavis called for practical resource-sharing among think tanks. Whether it’s joint fundraising efforts, shared knowledge of EU bidding processes, or collaborative packaging of research for government use, the back office is where much of the untapped potential lies.
She pointed to a persistent frustration: African governments turning to consulting giants like McKinsey, only to be presented with think tank research repackaged in a different format. “Drives me insane,” she said candidly. “We need to invest in how we package our work, and we are willing to share those capabilities.”
Challenges, lessons, and the work ahead
Despite the inspiring examples, Mavis acknowledged the complexities and imperfections of coalition-building. Collaboration is not always smooth. “I haven’t told you about the times I’ve had to call a friend to complain about a terrible report [from their team],” she admitted. “Collaboration is hard.” Success requires buy-in from leadership, clear incentives, and a cultural shift away from competition.
She also reflected on key areas for improvement. African think tanks still struggle to position themselves as the first port of call for governments seeking policy advice. Engaging effectively with the private sector and philanthropists is another frontier, and Mavis openly invited support and lessons from peers in Asia, Europe, and the Americas.
Staying focused and staying true
In the Q&A, Mavis offered further reflections on maintaining focus, especially in complex policy environments. “Governments don’t have the bandwidth to consider 20 ideas,” she said. “Three is already too many.” Drawing on her experience in the UK civil service, she advised think tanks to present clear, prioritised options when engaging with policymakers.
She also emphasised the value of staying in one’s lane. ACET focuses on economic transformation – not democracy promotion – and partners with civil society organisations that can extend the reach of their research. “If we try to do everything, we’ll do nothing well,” she warned. “Success comes from doing what you’re best at.”
A village with global doors
In closing, Mavis reaffirmed that the African think tank coalition is not insular. Global partnerships are not only welcome but essential, provided they are respectful, equitable, and built on shared ownership of research and ideas.
“We are not saying our village should be just us,” she said. “We are saying that by working together, we can demand stronger partnerships. Not subcontracting real collaboration.”
Conclusion: Going far, together
Quoting the African proverb, “If you want to go fast, go alone. If you want to go far, go together,” Mavis captured the spirit of the moment. The work of transforming Africa, and the world, cannot be done in silos. It requires trust, humility, and the courage to co-create a future in which African expertise leads from the front.
“This is just the beginning,” she concluded. “Coming together with friends is progress. Truly working together will be our success.”
This summary was generated with the support of AI tools.