GIFT Paper 3: Asia's independent not-for-profit centre
Chandran Nair outlines the role of a think tank, how it will be funded and how it will work

Introduction
In previous papers, the challenges facing Asia and the need for connectivity were highlighted. There is a need for an Asian-based policy think tank to shape tomorrow by influencing the decisions of today, with a mission to become a truly global contributor of ideas. This will be an international think tank dedicated to addressing these issues with the benefit of an Asian perspective but retaining a truly international outlook. In this paper, the third of the series, the role of a not-for-profit centre for Asia is described.

Such a think tank should be non-political and independent but not shy away from addressing some of the socio-political issues that are influencing global corporate behaviour and public sector reform that fall within its overall objectives. It should intend to be a voice of reason, and committed to using sound intellectual arguments to foster dialogue on contentious issues, acknowledging that in a complex world there are rarely absolutes, only choices with trade-offs to be made.

Role of a think tank
The role of a think tank would be to develop thought leadership in globalisation issues (including corporate governance, protecting social nets, sustainability challenges, institutional capacity issues, property rights, poverty etc.) by setting up a network of leading experts and, in time, will host a library of gathered knowledge and case studies. It will also offer shared learning e-facilities to access the latest literature in these areas and paper-based publications in due course.

The think tank should hold institute status in order to provide intellectual credibility and a focus for innovative thinking on global issues and the changing roles of corporations and governments. It should associate with partners who are leaders in this field such as the World Business Council for Sustainable Development (WBCSD) based in Geneva, the Carter Centre in the USA and the Prince of Wales Business Leaders Forum (PWBLF) based in London, as well as academic partners including some of the leading business schools in the world.

The initiative is deliberately Asian in flavour in terms of locality and its main focus, but the think tank should be firmly committed to being international in outlook. It should aim to shape constructive and hopefully a more balanced global and regional debate on the issues. The location of the think tank should be one of Asia’s truly world cities (Hong Kong, Tokyo or Singapore), where many corporate organisations are based and located for easy access throughout Asia. It should also provide scope for an Asian learning space for creative thinking and to serve as a meeting place of local and international ideas and intellect – in other words, a bridge between East and West. The location should also link with leading international institutes and business schools, as well as those based in the city of location. In the future, branches may be opened in other international cities.

Funding
The ultimate aim of the think tank should be to become self-funding, however the initial stage may require philanthropic donations to fund the Institute for the first 12-18 months after which the think tank will be self-funding through subscriptions, training courses, advisory services and publications. The think tank should aim to leverage of a wide network of corporate partners, who will see benefit from the unique opportunity to have their managers trained up as well as signing up as corporate subscribers. This revenue stream will in turn fund the research side of the think tank and safeguard its independence.

How will the think tank work?
The think tank should establish a register of leading thinkers and experts, (such as business leaders, academics, activists, politicians, community leaders and political commentators) who will become ‘thought leadership partners’ and provide their views on selected topics of their area of expertise. Diversity will be a key consideration in the selection of this pool of individuals as it is this that will distinguish the think tank and provide its partners and corporate subscribers with the sort of insights they seek. This pool of individuals will not be permanent and will include individuals who may be asked to participate on a particular task force looking at a specific issue. In addition the Think Tank will seek out individuals or other think tanks to allow them to reach a wider audience via its global access. A key objective will be to provide a more international platform for those often unheard, but “must hear voices of reason” within the region.

The think tank will require a board, which will meet annually to decide on the priority issues the think tank should focus on based on regional developments and the challenges facing its members. It will also be closely involved in reviewing progress and giving advice on any training programme. These duties will include advice on the details of the programme (e.g. picking the location of 5-6 training projects per year), the topics the Think Tank will address, publications, high level seminars to be hosted, forums where the think tank should appear at (e.g. World Economic Forum or the BOAO Forum for Asia) and other issues to do with intellectual property etc.

All of these will be in addition to the expected legal role of the Board particularly in relation to financial management and reporting as well as providing oversight with regard to the performance of the management team.

The activities of the think tank are summarised as follows:
• Setting up and linking global networks of thought leaders, business people, public sector policy makers, civil society organisations and others;
• Creating and maintaining a database for international business groups and individuals comprising articulate regional spokespersons who offer a diversity of views and ideas;
• Producing and contributing to key publications to inform businesses on Asian insights and vice versa (avoiding the “information overload” syndrome);
• Actively providing platforms for NGOs to communicate with business corporations and governments in the spirit of partnership;
• Running seminars on key current regional and global topics so as to facilitate the creation of a middle ground for conflicting views;
• Conducting opinion surveys on key issues related to its objectives using the global network to gain access to CEOs, academics, politicians, NGOs etc. and disseminating the results;
• Linking up with regional organisations like the Asia Business Council and the Pacific Basin Economic Council with a view to improving dialogue, leveraging existing networks and creating synergies;
• Providing consultancy advice to help organisations connect, develop leadership, understand critical global issues/trends and form partnerships;
• Building networks of leading Asian multinational leaders to share views on contemporary issues and to help shape dialogue as well as actions; and
• Ongoing research into the complexities of globalisation and business affecting the course of development in Asia.