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When sanctions fail, try servers

Traditional tools of economic coercion are showing their age. Time for an upgrade?

July 31, 2025

6 min read

July 31, 2025

6 min read

Photo: Dreamstime.

Three years into the most comprehensive sanctions regime in modern history, Russia’s economy has adapted with disturbing resilience.

Despite Western nations freezing 300 billion euros of Russian Central Bank reserves and imposing restrictions on over 16,000 entities, Moscow’s war machine grinds on.

Russian GDP, whilst 10-12 per cent below pre-invasion trends, grew in 2023 and 2024 thanks to a shift to war economy production. Meanwhile, trade diversion to third countries has “mitigated and may even eliminate the negative primary trade effects” of sanctions.

This underwhelming performance raises uncomfortable questions about the West’s preferred tool of statecraft. If sanctions cannot bring a pariah economy to heel, what can? The answer may have appeared on July 27, when pro-Ukrainian hackers calling themselves Silent Crow crippled Russia’s flagship airline Aeroflot, forcing the cancellation of over 100 flights and causing millions in losses within hours.

The immediate effect

Unlike sanctions, which require months or years to bite, cyber warfare delivers results with brutal efficiency. The Aeroflot attack, which allegedly destroyed 7,000 servers and compromised 22 terabytes of data, cost the airline an estimated six million US dollars in a single day. The hackers had spent nearly a year infiltrating the airline’s systems, gaining access to everything from reservation platforms to security monitoring tools.

The symbolic value was equally potent. Here was Russia’s national carrier—a symbol of state prestige—brought to its knees by a handful of anonymous hackers operating from safe havens. Passengers stranded at airports provided vivid imagery of state failure that no amount of diplomatic protest could achieve.

Such direct action represents warfare’s evolution beyond kinetic operations. Small groups of highly skilled malware developers can as effectively impact global politics and cyber warfare as large governmental agencies.

The playing field has levelled: cyber capabilities require software, not the massive military-industrial complex that smaller nations lack.

Rethinking coercion

Traditional sanctions suffer from fundamental design flaws. They rely on economic interdependence that savvy autocrats can sever, as Russia demonstrated by reorienting oil exports to Asia and transacting in national currencies. They also depend on multilateral cooperation that fractures under pressure—witness China (and others) serving as willing substitutes for sanctioned Western goods.

Cyber operations sidestep these limitations. They can be conducted unilaterally, without requiring complex international coalitions or enforcement mechanisms.

Attribution difficulties provide plausible deniability, allowing states to pursue aggressive policies without formal accountability. Most crucially, they target the digital infrastructure upon which modern societies depend, making them harder to circumvent than trade-based measures.

The United States has already recognised this shift. Since 2015, the Treasury Department has issued 311 cyber-related sanctions, with the largest numbers targeting Russia (141), Iran (112), and North Korea (18).

Yet these remain traditional sanctions applied to cyber actors, rather than cyber actions themselves.

The ethics of digital warfare

Such direct cyber intervention raises profound moral and legal questions. International humanitarian law struggles with cyber warfare, as it was designed for conflicts involving “destruction, bloodshed, and casualties”.

Cyber attacks are “disruptive more than destructive,” challenging traditional frameworks that equate aggression with violence.

The targeting of civilian infrastructure particularly complicates matters. The interconnectedness of cyberspace makes it “difficult to fully separate protected individuals from the rest of the cyber-battlefield”. When hackers disable an airline’s systems, they harm innocent passengers alongside state interests.

However, cyber warfare may paradoxically be more ethical than kinetic alternatives. Cyber attacks “are likely to incur only economic damages from broken computer systems, as opposed to physical harm to innocents”. They offer the possibility of “reversible effects,” unlike conventional weapons.

The Aeroflot attack, devastating as it was, caused no deaths and could theoretically be undone through system restoration.

A new doctrine

Sanctions will not disappear; they remain valuable for signalling disapproval and constraining specific activities. But they must evolve beyond their 20th-century origins. A hybrid approach combining traditional economic pressure with targeted cyber operations could prove more effective than either alone.

Such operations would require careful escalation management. Unlike conventional warfare, cyber operations’ large decentralisation and scale make them extremely difficult to direct from a policy perspective. States would need new frameworks distinguishing between acceptable disruption and unacceptable escalation.

International law must also adapt. Current interpretations struggle to regulate cyber attacks occurring “outside an existing international armed conflict,” as there is “no fixed parametre to determine which cyberattack rises to the ‘level of an armed conflict'”.

Clear rules of engagement are essential to prevent digital conflicts from spiralling into broader warfare.

The escalation trap

Cyber warfare’s apparent advantages come with considerable risks. Russia possesses formidable offensive capabilities, having demonstrated its reach through attacks on everything from Ukrainian power grids to American election systems.

Moscow’s hackers could retaliate against Western airlines, financial institutions, or critical infrastructure with devastating effect. The asymmetric nature of cyber conflict means that authoritarian states, less dependent on open digital systems, may possess inherent defensive advantages.

Moreover, cyber defence evolves rapidly. Aeroflot’s systems will presumably be far more secure after this attack, having learned painful lessons about password policies and network monitoring. The hackers’ year-long infiltration suggests such operations require enormous patience and resources—investments that become worthless once discovered.

Unlike sanctions, which can be maintained indefinitely, successful cyber operations often burn themselves out, forcing attackers to begin again from scratch against hardened targets.

Too far, or not far enough?

Indeed, critics will argue that cyber warfare represents a dangerous escalation, potentially triggering responses that dwarf the original provocation. The interconnected nature of digital systems means that attacks can cascade unpredictably, affecting infrastructure far beyond their intended targets.

However, the alternative—accepting sanctions’ limited effectiveness—may prove more dangerous still. If economic coercion cannot constrain rogue states, they may conclude that aggression carries acceptable costs. The West’s credibility depends partly on its ability to impose meaningful consequences for norm violations.

The Aeroflot attack suggests a middle path: surgical strikes against specific targets that impose immediate costs whilst avoiding broader escalation. Such operations would complement rather than replace traditional sanctions, adding precision and urgency to the West’s coercive toolkit.

The digital age demands digital solutions. As warfare evolves beyond kinetic operations, so too must the instruments of statecraft. The question is not whether cyber operations will become commonplace—they already have—but whether democratic states will develop them responsibly, or cede the field to less scrupulous actors.

In an era where servers matter as much as tanks, perhaps it is time to update the arsenal accordingly.

Photo: Dreamstime.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst at Reinvantage.

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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.