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Legislating authoritarianism

Russia proves how legal systems can become allies of authoritarians

April 9, 2025

10 min read

April 9, 2025

10 min read

Photo: Dreamstime.

Since the early 2000s, the Russian state has crafted a complex legal and institutional system aimed at reinforcing authoritarian rule while maintaining a façade of lawful governance.

This strategy corresponds to what many scholars term authoritarian legalism—a governance model in which legal frameworks are not dismantled but instead repurposed to create the illusion of legality while centralising unchecked authority.

In the Russian case, the legal system functions not as a guarantor of rights, but as a mechanism of coercion, enabling political suppression to take place under the guise of judicial legitimacy.

Central to this framework is the deliberate use of anti-extremist legislation, along with laws regulating ‘foreign agents’ and ‘undesirable organisations’. While formally justified on grounds of national security or public order, these laws are primarily designed to strengthen state control and eliminate ideological, political, and identity-based diversity.

This study investigates the development and application of Russia’s extremism-related legal instruments between 2002 and 2025. It explores how these mechanisms have been deployed to silence political opposition, dismantle independent civil society, and target vulnerable communities—including religious minorities and LGBTQ+ individuals.

The following analysis outlines the key strategies and institutional patterns that underpin this evolving legal architecture of control.

Strategic legalism and the architecture of control

The Kremlin has pursued the creation of a legal and regulatory system capable of suppressing perceived threats without resorting to overt authoritarian tactics.

Instead of relying solely on direct coercion, the Russian state has embraced a strategy of strategic legalism—the selective application of seemingly neutral laws to serve political ends. This method enables authorities to uphold a veneer of legality, preserving domestic legitimacy and mitigating international criticism, all while using the legal system to constrain dissent. 

At the centre of this framework is the 2002 Federal Law on Combating Extremist Activity, originally enacted to counter terrorism. Over time, however, the law has been repeatedly amended to incorporate vague and malleable language—such as ‘incitement of social discord’, ‘discrediting public institutions’, and ‘justifying Nazism’.

 These ambiguous provisions provide legal grounds for targeting peaceful activists, independent media, and minority groups under the pretense of national security.

Criminalisation of dissent and political opposition

The enforcement of extremism legislation in Russia has become increasingly politicised since 2012, following the introduction of the ‘foreign agent’ designation for NGOs.

Though framed as a transparency measure, the label quickly took on stigmatizing connotations, often associated with espionage in the public imagination. It was broadly applied to organisations receiving foreign funding and engaging in loosely defined ‘political activity’, enabling authorities to target a wide range of civic initiatives.

Over time, the scope of the law expanded to include individuals, encompassing journalists, academics, and activists, even in cases where no financial connection to foreign entities existed. A significant escalation occurred in 2021, when a Moscow court designated Alexei Navalny’s Anti-Corruption Foundation (FBK) as an extremist organisation.

This ruling criminalised any form of public or private support for Navalny’s anti-corruption work and paved the way for the mass prosecution of his associates. By 2025, dozens of FBK members and affiliates had been imprisoned, and three of Navalny’s attorneys received lengthy prison sentences. These developments underscore a shift in state strategy: the Kremlin no longer relies solely on brute force but now employs legal instruments as tools of political elimination, using the law itself to delegitimize and dismantle opposition movements.

Expansion of ‘undesirable’ and ‘foreign agent’ labels

In addition to extremist classifications, the Russian state has developed a parallel legal mechanism targeting civil society through the concept of ‘undesirable organisations’, introduced between 2015 and 2016.

This framework has been used to outlaw numerous foreign and international NGOs considered ideologically misaligned with Kremlin priorities. Notable examples include the Open Society Foundations, Transparency International, and the Norwegian Helsinki Committee, all accused of threatening national values or constitutional stability.

A major turning point occurred in 2022, when the foreign agent law was significantly broadened. Under the new provisions, individuals can now be labeled foreign agents for expressing personal views online that authorities interpret as influenced by foreign agendas—regardless of actual funding.

Those designated face onerous disclosure requirements, public stigmatisation, and the threat of criminal penalties. The result is a legal environment that institutionalizes soft censorship, in which self-censorship becomes a necessary strategy for personal and professional survival.

Beyond silencing criticism, these legal tools serve a more insidious purpose: they function as instruments of social engineering. By equating dissent with foreign interference or moral deviancy, the state constructs a narrative in which political and cultural nonconformity is cast as a threat to national cohesion. This logic conditions the public to perceive alternative viewpoints not simply as disloyal, but as fundamentally hostile—thus deepening societal polarization and legitimising repression.

Weaponisation of extremism laws against the LGBTQ+ community

A key characteristic of Russia’s extremism legislation is its doctrinal malleability. Originally introduced to combat violent threats, the framework has gradually evolved into a catch-all legal instrument used to regulate not only behavior, but also morality,identity, and expression. This transformation demonstrates how authoritarian regimes can repurpose national security laws to enforce ideological conformity, turning legal doctrine into a tool of cultural repression.

Nowhere is this shift more visible than in the state’s escalating campaign against LGBTQ+ communities. While official hostility toward so-called ‘non-traditional relationships’ has long been present—most notably through the 2013 law banning the promotion of LGBTQ+ content to minors—the legal landscape grew significantly more repressive in December 2022, when amendments extended the ban to include all audiences, regardless of age.

By mid-2023, authorities began compiling lists of individuals and organisations allegedly engaged in ‘LGBT propaganda’. The crackdown culminated in November 2023, when the Russian Supreme Court declared the ‘international LGBT movement’ an extremist organisation. This unprecedented ruling effectively equated LGBTQ+ identity with extremism, criminalising not only activism, but also symbolic expressions, public support, or neutral depictions.

The result is a system of institutionalised homophobia, codified in law and enforced through arrests, surveillance, raids on community spaces, and the suppression of support networks.

Repression of religious minorities

Religious freedom in Russia has been increasingly restricted under the broad application of anti-extremism legislation. A significant example is the 2017 Supreme Court ruling that banned Jehovah’s Witnesses, categorising the group as extremist. This decision triggered widespread state persecution, including raids on homes, confiscation of property, and criminal prosecutions.

By 2024, numerous adherents had received prison sentences exceeding eight years—not for inciting violence, but for the peaceful exercise of their religious beliefs.

Muslim communities, particularly those associated with Hizb ut-Tahrir, have also been disproportionately targeted. Although the organisation promotes nonviolent political reform, Russian courts have designated it as extremist. Trials involving alleged members are often conducted in secrecy, with anonymous witnesses and ambiguous evidence, violating fundamental principles of transparency, fairness, and due process.

These cases exemplify how anti-extremism laws are manipulated to suppress religious expression and eliminate ideologically inconvenient groups under the pretext of national security.

Targeting of civil society and public health programmes

The cumulative impact of Russia’s repressive legal apparatus has been the near-total dismantling of independent civil society.

Non-governmental organisations working in areas such as human rights, democratic governance, public health, and education now operate under severe legal and administrative pressure. Regulatory burdens, coupled with the constant threat of criminal prosecution, have rendered independent activism increasingly unsustainable.

A stark example occurred in April 2025, when the Elton John AIDS Foundation was declared an ‘undesirable organisation’ on the grounds of allegedly promoting ‘non-traditional sexual relations’.

The decision not only reflected the regime’s ideological rigidity but also jeopardised critical HIV/AIDS prevention and treatment services, exposing how political orthodoxy is prioritised over public health.

As a result of these constraints, independent civic engagement has virtually vanished. Many organisations that once played a vital role in promoting accountability and defending social rights have either closed their doors or relocated abroad. This has left a void in the domestic public sphere, weakening social oversight and further insulating the state from scrutiny or dissent.

Judicial complicity and legal ambiguity

The enforcement power of Russia’s repressive legal framework is underpinned by the systemic subordination of the judiciary. Once nominally independent, the court system now functions primarily as an instrument of executive will.

Judicial bodies consistently ratify government decisions without scrutiny, routinely dismiss appeals, and uphold politically motivated charges. The courtroom has, in many cases, ceased to operate as a venue for impartial adjudication and instead serves as a ritualised stage for validating state narratives.

Proceedings often resemble choreographed performances in which guilt is presumed, and outcomes predetermined, reinforcing rather than challenging the regime’s authority.

The ambiguity embedded in key legal terms—such as ‘extremism’, ‘undesirable activity’, and ‘foreign agent’—further undermines the principle of legal certainty, which is essential to the rule of law. These vague designations allow authorities to interpret laws flexibly and arbitrarily, removing predictability from the legal process and turning the law into a tool of discretion rather than protection.

Prosecution of legal professionals and journalists

Legal professionals representing clients in politically sensitive cases are increasingly targeted by the state. The 2025 imprisonment of Alexei Navalny’s legal team signaled a new threshold in the Kremlin’s repression—demonstrating that even those upholding the right to defense are no longer protected. Tactics such as disbarment, constant surveillance, and fabricated criminal charges are now used to deter legal advocacy in cases deemed politically undesirable.

A similar pattern has emerged in the field of journalism. In 2024, numerous journalists were arrested under extremism-related statutes for covering topics such as corruption, human rights violations, and Russia’s military conduct. Independent media organisations labeled as ‘foreign agents’ are forced to add stigmatising disclaimers to their content and face heavy fines or closure. As a result, investigative journalism has nearly disappeared, supplanted by tightly controlled state narratives.

Beyond silencing individual voices, these measures have a broader institutional consequence: the erosion of collective memory. With reporters in exile, legal records systematically destroyed, and civil organisations dismantled, the state is actively constructing a version of history devoid of dissent.

This process of engineered forgetfulness serves to reshape public understanding, ensuring that future generations encounter only a state-curated past.

A blueprint for authoritarianism

The evolution of extremism-related legislation in Russia reveals a sophisticated model of state repression through legal formalism.

Far from discarding the institutions of law, the Kremlin has instrumentalised them—transforming courts into political theaters, legal categories into ideological weapons, and civic language into surveillance. This strategic legalism allows the Russian state to maintain international legitimacy while orchestrating a domestic climate of fear, conformity, and silence.

What emerges is not merely a record of repression, but a blueprint for authoritarian adaptation in the 21st century. The Russian case illustrates how legal systems, when deprived of independence and accountability, can become potent instruments of authoritarian resilience.

Reversing this trajectory will require more than legal reform—it will demand the restoration of judicial integrity, institutional memory, and the fundamental principle that law should protect, not persecute.

Photo: Dreamstime.

Aram Terzyan

Aram Terzyan

Aram Terzyan, PhD, is research director of the Los Angeles-based Centre for East European and Russian Studies.

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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.