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Think tanks in the Middle East and North Africa are charting a distinct course in 2025. While many global think tanks face precarious project funding and rapid digital disruption, their counterparts in the MENA region—especially those in the Gulf—enjoy relative financial stability and are cautiously embracing innovation. What follows is a brief overview of how think tanks in Saudi Arabia, the GCC, and the broader MENA region are performing in four key areas: funding, staffing, impact, and digital strategy.
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1. Funding: From scarcity to stability
Imagine a think tank that doesn’t live hand-to-mouth on short-term projects. In the GCC, this is the reality—most Gulf think tanks are primarily core-funded, often by governments or endowed foundations. In our recent survey, every single GCC think tank named government grants as a top funding source. This core support means budgets are steady or growing – almost no MENA think tank reported a funding decline in the past year. Globally, many peers have seen cuts, but in MENA 92% said funding stayed the same or increased. The typical MENA institute now plans on 1–4 year grants instead of scrambling for new funds every 6 months. This financial breathing room allows them to think long-term, invest in staff, and undertake ambitious research. However, there’s a flip side: dependence on a few major funders. Gulf think tanks, closely tied to state agendas, could be vulnerable if their priorities shift. The takeaway on funding is a good one—stability is up, but diversification should be the next goal to future-proof the sector.
2. Talent: Small teams with big ambitions
MENA think tanks might be well-funded, but they aren’t bloated. Most are boutique outfits with fewer than 20 staff members, some even with fewer than 10. These lean teams pack a punch—often comprising young, multilingual, and enthusiastic individuals. About half of all staff are under 35, bringing tech-savvy skills and fresh perspectives. Turnover is lower than expected; many staff members have permanent contracts, thanks to the core funding cushion. However, leaders worry about a skills gap: seasoned policy experts and PhD-level researchers are in short supply locally, and the talent competition is fierce. To combat this, nearly 80% of MENA think tanks plan to hire in the next year, primarily to beef up research and communications roles. This hiring spree outpaces the global trend, signalling optimism. The challenge will be training this influx of junior staff and providing them with career paths so they can become the next generation of think tank leaders. We’re essentially witnessing a capacity build-out in real-time. With the right mentorship and training (and perhaps regional exchanges or fellowships), today’s small teams could evolve into formidable knowledge hubs.
3. Measuring impact: Influence over income
When asked how they know they’re making a difference, MENA think tanks answered loud and clear: “We measure impact by the influence we have – media, public discourse, policy changes—not by the size of our donor list.” Unlike some global institutes that equate impact with financial growth, only 8% of MENA respondents said funding diversity was a key impact metric. Instead, nearly 40% chose media presence and citations as the top indicator of impact. Indeed, many think tanks here have become go-to voices in the press on economic reform, climate policy, and more. Over 60% have had a direct hand in a public policy decision in recent years—for example, providing research that shaped a new law or government strategy. They’re not shy about it either; success for them is seeing their ideas come to life. That said, actually proving policy influence is tricky. MENA organisations are still figuring out how to document “we influenced X policy systematically.” Most rely on anecdotes and the prestige of being consulted by officials. Going forward, we expect a bit more formalisation – perhaps publishing case studies of impact or tracking policy mentions. But make no mistake, these think tanks are punching above their weight. By focusing on communications and relationships, they have managed to insert themselves into meaningful conversations and decisions. Impact, for them, is less about glossy annual reports and more about real-world change.
4. Digital strategy: Cautious steps into the future
If the funding story was one of comfort, the digital story is one of cautious progress. MENA think tanks have made significant strides in their communications efforts. Virtually all have a social media presence—85% produce content for platforms like Twitter, LinkedIn, or podcasts. They view social media not just as PR, but as a key channel to reach youth and international audiences (and they’re right—some Saudi think tank infographics have gone viral in the region). Additionally, a whopping 85% of MENA think tanks have a dedicated communications team or officer, significantly higher than the global average. This emphasis on outreach is paying dividends in visibility.
However, when it comes to cutting-edge technologies like artificial intelligence, Gulf think tanks are somewhat hesitant. Outside the GCC, many have started dabbling—using AI tools to analyse data or translate reports. However, within the Gulf, none of the surveyed institutes are currently using AI. Why? Largely due to ethical concerns and a “wait-and-see” approach. They want to ensure AI won’t compromise their rigour or neutrality. It’s a prudent stance, albeit one that could leave them behind the curve if AI adoption accelerates elsewhere.
On the other hand, everyone agrees that digital skills are essential; interestingly, our respondents said that the top skill their staff need for AI is not coding or machine learning, but rather “AI ethics and governance.” In short, they’re aware of the tech, keeping an eye on it, but stepping carefully. We anticipate that within a year or two, as success stories from other think tanks emerge, GCC institutes will jump in—likely starting with safe applications like AI-assisted data visualisation or automated media monitoring.
Conclusion: Local roots, global reach
So, are Gulf and MENA think tanks thriving or surviving? The evidence leans toward thriving—steady funding, growing teams, and rising impact — albeit with the humility to recognise gaps and the drive to improve. They benefit from supportive home environments (it helps when your core donors are invested in your success), and they’re leveraging that stability to professionalise and innovate. The next few years will be critical. Will they diversify funding enough to remain independent voices? Can they develop their talent and keep bright minds in the region? And will they harness digital tools to extend their reach globally?
There’s momentum here. A think tank in Riyadh or Dubai today can collaborate with one in London or Nairobi on equal footing, thanks to resources and connectivity that were scarce a decade ago. The conversation is shifting from “Can MENA think tanks survive?” to “How will MENA think tanks lead?” To sustain this momentum, they should continue to leverage what sets them apart—strong local knowledge and relationships—while also adopting best practices from the global community in areas such as transparency, evaluation, and innovation.
In summary, the state of the sector in Saudi Arabia, the GCC, and MENA is one of confident growth and cautious innovation. These think tanks are rooted in their local context but increasingly plugged into global debates. Suppose they capitalise on their strengths—stable backing, youthful talent, and media savvy—and address their challenges with the same energy. In that case, they’ll not only thrive at home but also make significant contributions to the world of ideas. Keep an eye on this region’s think tanks; their best is yet to come.
