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Between a rock and several hard places

Armenia grapples with hybrid threats from hostile neighbours

January 16, 2025

11 min read

January 16, 2025

11 min read

Armenia’s strategic geopolitical position has historically rendered it vulnerable to external pressures and multifaceted challenges.

Since gaining independence in 1991, Armenia has faced an array of challenges, ranging from regional armed conflicts to territorial seizures and ethnic cleansings. These traditional threats have evolved into more sophisticated forms of aggression, typified by hybrid tactics that exploit the vulnerabilities of modern democracies.

Unlike conventional warfare, hybrid warfare operates in the gray zone between peace and conflict, blurring the lines between military and non-military domains while targeting critical infrastructure, state and non-state institutions, national identity, societal cohesion, and more.

Hybrid warfare’s ascendance in the 21st century is intrinsically tied to advancements in technology, globalisation, and the interconnected nature of contemporary societies. Armenia, situated at the crossroads of competing geopolitical interests, has become a testing ground for such tactics.

Historical examples, such as the Nagorno-Karabakh conflict, underscore the transformative nature of threats facing the nation—shifting from direct military confrontations to covert, strategic, and multi-domain operations. This shift necessitates a paradigm change in Armenia’s national security strategies, emphasising proactive measures and resilience-building.

Current hybrid threats against Armenia’s state and non-state institutions

Hybrid threats targeting Armenia encompass both non-state actors such as civil society organisations, media outlets, even diaspora communities, as well as state institutions.

These threats are intricately designed to erode the resilience of both state and non-state entities, exploiting vulnerabilities to destroy the country from within. Adversarial states employ a range of tactics, including disinformation campaigns, cyberattacks, economic coercion, psychological operations, etc., to infiltrate and manipulate all spheres of influence.

The strategic objective is to “deprive Armenia of its ability to develop effective policies based on long-term, strategic planning aligned with resilience and national interests,” according to an in-depth interview with Dr Armine Margaryan, the Chair and Founder of the Yerevan-based Women & Global Security Architecture think tank.

These malign tactics aim to “weaken Armenians’ resolve to resist to challenges”, as well as to fragment national unity, undermine trust in institutions, and compromise Armenia’s ability to maintain its sovereignty and security.

State institutions face particular challenges as hybrid threats target critical sectors such as political decision-making, law enforcement, and national security frameworks. Hybrid tactics tend to blur traditional boundaries between military and non-military domains, forcing Armenia to do painful concessions without any guarantees of peace.

Non-state institutions, similarly, are also vulnerable to manipulation. Civil society organisations, media outlets, and diaspora communities are targeted through funding of questionable NGOs and the recruitment of influential individuals to propagate adversarial narratives. These tactics aim to sow divisions, weaken grassroots movements, and undermine democratic processes. To counter these threats, Armenia must implement comprehensive resilience-building strategies that address both state and non-state institutions.

This would include developing robust cybersecurity frameworks, promoting transparency in institutional funding, fostering media literacy, and enhancing an effective collaboration between state and non-state actors to counteract divisive influences.

Cyberattacks and the digital battlefield

Cyberattacks are one of the cornerstones of hybrid warfare strategies targeting Armenia. These operations are highly diverse, encompassing attacks on governmental databases, communication networks, critical infrastructure, and financial systems.

The goal of such operations is twofold: disrupting essential services and eroding public trust in state institutions. As mentioned by one of the prominent Armenian experts in cybersecurity Samvel Martirosyan, aka, Kornelij, “Although some strategic steps have been taken in recent years and some security standards have been introduced, the protection systems of most structures remain ineffective.”

New forms of cyberthreats have been detected “including phishing campaigns, web defacement, DDoS attacks, and data leaks.”

Armenia’s experience with coordinated cyberattacks has been particularly pronounced during periods of heightened regional tensions, such as during the 2020 Nagorno-Karabakh war, when Azerbaijani hacker communities and channels published breached data and documents from key Armenian government institutions (MFA, MoD, etc.) and electronic systems, including the Mulberry Groupware system used for internal government communication, screenshots of breached government websites, databases, and footage from high-resolution surveillance cameras installed in Yerevan.

The published data included official documents from the Metsamor Nuclear Power Plant, which the spokesperson for the Azerbaijani Ministry of Defence had threatened to target.

The implications of these attacks are profound, highlighting the necessity for robust cybersecurity measures. Armenia’s existing cybersecurity infrastructure, while improving, faces critical gaps in terms of advanced threat detection, incident response, and strategic deterrence capabilities.

This year has been notable due to a significant increase in both the number and quality of reported and unreported digital fraud cases. Additionally, targeted attacks have become more frequent, often involving groups sponsored or controlled by state actors. 

In recent years, “Cases of Pegasus spyware use in Armenia have mainly been directed against politicians, journalists, and activists. The goal of these operations was to monitor their activities and collect information. The Azerbaijani special services sought to collect multi-faceted and comprehensive information from almost all sectors of Armenia, including secret domains. And this has lasted at least since the 2020 war and continues to this day,” says Martirosyan.

Moreover, several hacker groups affiliated with the Kremlin and Baku have begun targeting Armenia. In January 2024, Anonymous Russia conducted DDoS attacks on Armenian government websites, banks, and telecommunications companies. Following this, in March 2024, Anonymous Sudan—still associated with Russia—claimed responsibility for an attack on the Armenian mobile operator Team Telecom.

Disinformation campaigns, psychological operations (PsyOps), and strategic narratives

Disinformation campaigns represent another potent tool in the hybrid warfare arsenal employed against Armenia. Through social media platforms, foe states disseminate false narratives designed to polarise Armenian society and delegitimise its national interests.

These campaigns often exploit preexisting societal divisions—such as urban-rural disparities, ethnic tensions, or political factionalism and institutional vulnerabilities—to amplify discord and weaken national solidarity.

Disinformation campaigns are closely complemented by PsyOps aimed at manipulating public perception and undermining societal cohesion. These efforts involve the strategic use of propaganda, selective leaks of information, and fear-mongering to create confusion, mistrust, and despondency among the population.

Through the dissemination of fake narratives, these campaigns flood social media with revised reports of historical events, and identity related information. By exploiting societal vulnerabilities, these efforts erode trust in Armenia’s democratic institutions, creating internal divisions and making the nation increasingly susceptible to external manipulation and destabilisation.

Strategic narratives play a pivotal role in shaping public opinion and influencing perceptions in hybrid warfare.

These narratives are carefully crafted to frame the actions and intentions of adversarial states in a favorable light while casting doubt on Armenia’s policies, history, and legitimacy. By leveraging cultural symbols, historical reinterpretations, and emotional appeals, these narratives aim to undermine Armenia’s national identity and its citizens’ sense of purpose and resilience.

Cognitive warfare against Armenia by Azerbaijan and Russia

Cognitive warfare, as a powerful dimension of hybrid warfare, represents a potent approach that seeks to influence, disrupt, and control an adversary’s thoughts, emotions, and decisions without necessarily employing physical force, and aiming to erode societal cohesion and stability.

“Actions of hostile countries using the methods of ontological, cultural, cognitive and psychological warfare, as well as influence operations lead to the corrosion of the national identity of post-Soviet Armenia,” says Dr Hrachya Arzumanian, a prominent Armenian security expert.

These methods “complement the existential military threats in traditional domains of war, and one should not underestimate those threats to the national security of Armenia.”

Azerbaijan and Russia have actively employed cognitive warfare tactics against Armenia, exploiting historical grievances, national narratives, and collective memory to sow division within Armenian society.

Through a combination of propaganda, disinformation, and the manipulation of historical events, these nations aim to create confusion, distrust, and discord among Armenians, weakening national identity and cohesion.

Azerbaijan, in particular, has focused on constructing and disseminating narratives that delegitimise Armenia’s historical and territorial claims, particularly regarding Nagorno-Karabakh, and Armenians’ historical and civilisational identity.

By promoting false narratives that distort and/or revise the history of the region, Azerbaijan seeks to delegitimise Armenia’s presence and rights, fostering resentment and division within the Armenian population.

Similarly, Russia has utilised a range of cognitive tactics, such as exploiting cultural and political divides, to exacerbate internal conflicts and reduce Armenia’s ability to find security alternatives and resist external pressures.

Economic manipulation and resource dependencies

Economic coercion is a formidable component of hybrid warfare strategies. In case of Armenia, Turkey and Azerbaijan employ economic blockades since 1993, while Russia abuses Armenia’s energy and other dependencies to exert pressure on Armenia’s economy.

These and other tools aim to destabilise markets, strain public resources, and create or increase socio-economic vulnerabilities. Additionally, the strategic acquisition of assets in key sectors by Russia lead to long-term dependencies that undermine Armenia’s economic sovereignty.

The implications of economic manipulation extend beyond immediate disruptions. They often aim to achieve broader geopolitical objectives, such as influencing Armenia’s foreign policy decisions or exacerbating internal divisions.

To counter these challenges, Armenia must diversify its economic partnerships, reduce dependencies on adversarial states, create more interdependencies, and prioritise investments in domestic industries. The development of a resilient and self-sufficient economic framework is crucial to mitigating the impact of hybrid economic tactics.

The role of international collaboration

Addressing hybrid threats requires a coordinated international response. Armenia has actively engaged with global institutions to share best practices, access funding for resilience initiatives, and participate in joint cybersecurity exercises.

Collaborations with organisations such as NATO Cooperative Cyber Defence Centre of Excellence, the European Union Agency for Cybersecurity (ENISA), and the European Union’s StratCom Task Force could help Armenia enhance its defensive capabilities.

However, international collaboration must extend beyond technical support. Armenia should advocate for the inclusion of hybrid threat resilience in broader regional and international security agendas.

By positioning itself as a proactive contributor to global security, Armenia can strengthen its alliances and enhance its capacity to counter hybrid threats.

Armenia’s response and resilience strategies

Recognising the multifaceted nature of hybrid threats, Armenia should start implementing adaptive and integrative resilience strategies.

These efforts will encompass a broad range of initiatives, including enhancing cyber defence capabilities, fostering media literacy, strengthening regional alliances, and developing comprehensive national security frameworks. However, more must be done to address the evolving nature of hybrid threats.

A key component of Armenia’s resilience strategy is the cultivation of societal awareness. Public awareness campaigns that educate citizens about the tactics employed by adversaries can significantly enhance societal vigilance. Moreover, fostering a culture of critical thinking and informed decision-making can empower citizens to resist manipulation and maintain national cohesion.

At the institutional level, Armenia must prioritise the establishment of a dedicated centre for hybrid threat analysis and response. Such a centre could serve as a hub for research, policy development, and coordination of counter-hybrid measures.

By leveraging expertise from academia, government, and civil society, this centre can provide actionable insights and enhance Armenia’s preparedness against hybrid threats.

A call to action

Strategic hybridity represents a profound challenge to Armenia’s sovereignty, sustainability, and stability. By weaponizing everything and exploiting vulnerabilities across multiple domains, hostile states aim to weaken Armenia from within.

Countering hybrid warfare methods requires the deployment of a national system of comprehensive defensc and security, built on the basis of a whole-of-nation, whole-of-government approach.

Armenia must heavily invest in education, media literacy, and public awareness to build a society capable of discerning and resisting manipulative narratives.

More efforts are needed to enhance the state system of governance based on effective strategic and security thinking. Collaborative efforts with the diaspora can amplify Armenia’s capacity to respond to external pressures while fostering unity and purpose.

Furthermore, Armenia’s success in navigating hybrid warfare depends on its ability to integrate technological innovation with strategic foresight. Policymakers must prioritise investments in strengthening national resilience, effective governance, technological innovation, cybersecurity, economic diversification, international cooperation, strategic communication, diplomacy, training and education.

While the stakes are undeniably high, Armenia’s rich history of resilience and determination serves as a foundation for overcoming these challenges.

By mobilising its resources, forging alliances, and empowering its citizens, Armenia can not only defend its sovereignty but also emerge as a model of resilience in the region.

The path forward demands unwavering resolve, strategic clarity, and collective action to safeguard Armenia’s future against the covert and overt pressures of hybrid warfare from malign states.

Photo by Tigran Kharatyan on Unsplash.

Gevorg Melikyan

Gevorg Melikyan

Gevorg Melikyan is founder and CEO of the Armenian Institute of Resilience and Statecraft.

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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.