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Security lessons from the Indo-Pacific

What the Black Sea region can learn about bilateral frameworks

January 14, 2025

7 min read

January 14, 2025

7 min read

There was a sense of unreality in Eastern Europe when we read about the new defence pact between Russia and North Korea and how it might entail North Korean troops fighting for the Russians in Ukraine.

This has become a reality on the ground, proving that sometimes clichés aren’t cliché enough, and the world still has more room to get smaller.

We had seen the trend with the Covid-19 pandemic-induced awareness of critical interconnectivity and interdependence between regions of the world. Now, in a reversal of historical patterns, North Korea is fighting in Ukraine, and South Korea has reportedly been mulling a military presence here as well, in addition to its Substantial (capital S intended) defence and industrial cooperation.

This new reality has already produced echoes in Brussels and Seoul, with Josep Borrell, the EU’s chief diplomat, declaring on the occasion of the EU-South Korea Strategic Dialogue that: “It is because the war is at the border, and it is because, in this war, North Korean troops are going to participate, so this increases the need for us to work together.”

The Europeans have already been getting used to the idea that the Indo-Pacific region is where the future is being made and they will be involved, whether they like it or not. It is one thing for France, the UK and now recently Italy to increase their military diplomacy efforts and common exercises with countries in the region, but the final declarations of NATO Summits in recent years have evinced growing awareness of the importance of the Indo-Pacific. 

Geopolitical competition

However, I want to underscore another geographic line of cooperation—the Black Sea (and the Central and Eastern Europeans) and the Indo-Pacific. There is a lot that they have in common, though, in my experience, there has been little awareness on the ground of this fact.

They are both areas of strategic importance for the transit of goods, energy, information, and even illicit flows. They have for a long time lacked functional and inclusive security architectures, though I am happy to say that the Indo-Pacific states are making up for lost time.

They are regions rife with inequality and significant power disparities, as well as localised tensions, which are nevertheless the subject of attention from Great Powers. Aside from one local Great Power, as it were, the others rely on local partners for basing rights and other necessary infrastructure for long-term and sustainable security presence and force projection.

Following the break-up of the Soviet Union, the Black Sea once again became an area of geopolitical competition, and it was no surprise to regional analysts that Russia’s irredentist and revanchist ambitions would manifest here first of all, given constraints on non-riparian forces (owing to the Montreux Convention) and also the general chaos in the region.

By comparison to the Baltic Sea, the Black Sea states lacked strong multilateral structures for cooperation. The North and Baltic Sea got the Joint Expeditionary Force led by the UK, though now all 10 of its members are also NATO members, while Romania, Bulgaria and Turkey failed at creating a NATO flotilla in the Black Sea after Russia’s 2014 invasion of Ukraine. 

A lot to learn

We have a lot to learn from how the Indo-Pacific region has created bilateral and multilateral frameworks of cooperation which are just now being replicated in Central and Eastern Europe.

For instance, the cooperation on the joint training of pilots and submariners based on common weapon systems that exists between India, Vietnam and Malaysia would have been unlikely in the pre-invasion era Black Sea region.

The military dialogue formats within ASEAN, including cyber military valences as well, are also interesting for observers from the wider Black Sea region. In fact, the more we study the region, the more potential we find in regionally developed models on everything from industrial cooperation to common space asset utilisation for disaster management. 

How can we foster greater inter-regional cooperation?

But there is another topic of discussion—how can we foster greater inter-regional cooperation and what areas will generate the greatest amount of interest from regional stakeholders’ groups in industry, finance, diplomacy and more? There is a lot of potential in this cooperation, and I see four main mechanisms that can enhance it.

The first is the study of the aforementioned cooperation models within the region to enhance our own bilateral and multilateral cooperation, within the regional constraints we are faced with. The model of the Three Seas Initiative in Central and Eastern Europe with its tripartite focus on transport, energy, and digital infrastructure and with powerful actors participating as observers rather than movers and shakers can also be a useful model.

The second is to establish think tank (governmental, university and private) level exchanges of experts from the Black Sea and the Indo-Pacific regions. While everyone reads the same public intellectuals and global think tanks, there is a wealth of expertise on common areas of interest located in the countries of these regions that offer valuable knowledge and insight but are not visible.

The role of think tanks

I am thinking, for instance, of the China and Russia expertise in the think tanks of India, Japan and elsewhere. There is an untapped potential for exchanges blocked by informational asymmetries, gaps in networks and language barriers. This can be achieved through fellowships, regional and thematic conference formats, expert exchanges or even intergovernmental projects to have permanent local offices of national Think Tanks in capitals with easy regional access.

If this sounds familiar, it is because this is what Western governments and, increasingly, China have been doing for years.

The third is to promote bilateral and multilateral inter-regional business and investment formats. The diversification of economic partnerships towards countries whose economic relations do not imply geopolitical valences can be a useful moderator for the indispensable relations with Great Powers and multinationals that come with a lot of attached baggage.

Too many speak of balancing between US and Chinese economic interests, and not enough speak about economic partnerships without geopolitical baggage. This is something that the Black Sea region and the Indo-Pacific can offer to each other, in addition to the obvious advantages such as market access.

It is telling that most of the existing inter-regional trade is mediated by multinational companies, often Western or Chinese, as part of their own supply and distribution chains.

Where are the Eastern Europeans?

There are commercial and investment niches where cross-border exchanges by national actors can have a significant economic and secondary impact. One of these is cybersecurity and digitalisation, both regions featuring strong start-up scenes with important midsized companies that could, with appropriate encouragement, expand into the other region. Yet, one visits growing regional events in South-East Asia such as CyberDSA in Kuala Lumpur and no Eastern Europeans are present (and very few Europeans for that matter, unlike Americans or Chinese).

Lastly, there are concrete opportunities for direct cooperation and the building of trust. One of these is in the exchange of anonymised data pertaining to cyber-attacks—how they take place, what exploits were used, the operating patterns of different groups.

Since cybercrime is global and hybrid warfare against critical systems has become normalised in recent years, we are all more vulnerable and yet concrete exchanges can leverage local expertise and knowledge to increase resilience. After all, many of the same state-sponsored actors or state actors are active in both regions (for instance, from North Korea, China or Russia).

This model can be especially useful in specific sectors such as energy or maritime and air transport. 

There is no escaping the economic, military or technological influence of Great Powers, which can be termed a systemic influence caught up in strategic projects and cooperation systems.

But there are significant gains to be had from interregional cooperation between partners with relevant experiences and capabilities and which can add value without the sensitivity or fraught nature of interaction with the big players.

Photo by Edoardo Bortoli on Unsplash.

Radu Magdin

Radu Magdin

Strategic communications analyst, consultant and former prime ministerial advisor in Romania and Moldova.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.