The day before Lady Thatcher fell and broke her arm recently, she came to the Institute of Economic Affairs (IEA) to receive the Legion of Liberty from a Mexican spin-off of the IEA, one of more than 100 around the world. My Mexican counterpart made a speech saying what an inspiration she was to young people in Latin America. Knowing that many of her most radical ideas selling off public housing to tenants, the privatisation of inefficient state-run monoliths and curbing excessive trade union power had originally come out of the IEA, I felt proud to be part of that legacy.
I was 16 when I read my first IEA monograph 40 years ago. I was considering taking A-level economics and picked up an IEA reprint of George Stiglers The Intellectual and the Market Place. I was smitten, intrigued yes, its a cliché but it changed my life.
When, after the LSE, seven years with the Federation of Small Businesses and 11 years with think tanks in America, I was headhunted to take over the IEA in 1993, I felt I had come home, in every sense.
The IEA had just gone through a deeply unhappy patch. But it was too important to fail and it was being cloned more and more around the world. It was the home church of free market capitalism, the place that preached personal freedom and responsibility under the rule of law.
The secret of success in the think tank world is independence. Being your own man is crucial, especially with think tanks playing an increasingly central role in policy making. On that front they have taken over from the universities.
Here are the rules Ive tried to stick to:
* No corporate money tied to projects either explicitly or implicitly
* No taxpayer funds
* No FTSE 100 company to give more than 2% of budget
* No corporate sector (eg oil, banking, pharmaceuticals) to give more than 5%.
The interface between big corporate UK and the think tank world has become increasingly complex and troublesome.
On my watch, funding decisions have moved out of the office of a chairman, who might have donated £5,000 to advance market ideas, and over to the director of public affairs who has a think tank budget and wants results. Ill give you £2,000 if my CEO can sit next to George Osborne, I was offered last week.
Principles and ideas are not always the first priority. A banker friend, who gives me £5,000 a year but is more generous with other think tanks, confided recently: John, we g