Talking EU in Chișinău
Competition without complexity?
parallax background

Grains of influence

The Kremlin is turning food supply into a tool of geopolitical pressure and propaganda

June 27, 2024

7 min read

June 27, 2024

7 min read

According to its latest development strategy, Russia plans to consolidate global power by dominating international agricultural markets and undermining the Western-led global agricultural order.

Some believe that Russian President Vladimir Putin has prioritised Russia’s agricultural production for national power throughout the 21st century, the sector having been neglected by his predecessor, Boris Yeltsin.

Among its most profitable commodities, Russia has been transforming itself from an importer to a leading global exporter of wheat over the past several decades. In 2018, Putin bragged that “agricultural exports exceed arms sales by more than a third”, highlighting a new source of national power. Five years later, Putin told the world that Russia had transformed from a net importer to the world’s largest exporter of wheat.

Russia used its war in Ukraine to enhance global agricultural power. Following Russia’s invasion of Ukraine, Russia severely undermined Ukrainian harvest and export capabilities and, relatedly, facilitated its own “record” wheat exports.

Russia outperformed traditionally large European exporters like Ukraine, Poland, Romania, and France. Russian agricultural exports soared in 2023, due to a plentiful harvest season and the rouble’s decline which lowered costs for buyers.

In December 2023, Russian Agriculture Minister Dmitriy Patrushev forecasted “another historical record” for Russian agricultural exports in 2024, to be achieved by increasing trade with “friendly countries”. Looking to 2030, Russian President Vladimir Putin envisions Russia becoming the fourth largest global economy. Russia’s international agricultural trade will become “a significant driver” of such efforts.

Russia seeks to both prove its necessity to the Western-led international agricultural order and to create its own order alongside “friendly” states. The Russian government claims that its grain exports feed the world—promoting an image of irreplaceability and power, even given its pariah status.

Russian exports totalled a record 45 billion US dollars in 2023. Despite a barrage of Western sanctions designed to constrict the Russian economy, agricultural commodities were exempt from early US sanctions, for example, on the Russian economy.

Limited sanctions

Relevant sanctions, instead, mostly focused on banking, equipment, fertilisers, and fuels. In March, Russia warned Europe that the European Union’s steep tariffs on Russian and Belarusian food products will only hurt the European market by increasing prices. Indeed, amid some poor harvest seasons by other major grain suppliers, many European countries continued to import Russian grain throughout the war.

While Russia exported a limited portion of its grain to the EU in 2023, Moscow, unfortunately, has a point. Recent external research by the Centre for Economic Policy Research found that seven out of ten EU member states surveyed still imported about 10 per cent of their grain from Russia.

Additionally, Russia has heavily exported agricultural products to the “Global South” and other allies, which are notoriously less willing to support such Western-leaning political blocs and more willing to form their own.

On the heels of manufacturing a global food crisis, Russia extended a small olive branch by announcing shipment of 200,000 tonnes of “free” grain to six African countries, in February 2024. Two months later, Russia proposed a grain trading platform exclusive to the BRICS intergovernmental organisation comprising Brazil, Russia, India, China, South Africa, Iran, Egypt, Ethiopia, and the United Arab Emirates. In an attempted blow to so-called American unipolarity, the BRICS grain platform would sidestep the post-World-War II global order in which US-supplied wheat and corn dominate global markets.

Between limited sanctions and many willing partners, Russian agricultural export have continued throughout the Russo-Ukraine War, and meanwhile, Russia has made moves to tear down the modern, global agricultural order. The Kremlin considers agriculture another industry for political competition. In 2014, Russia enacted sanctions on agricultural products from the United States, Canada, the EU, Australia, and Norway—most likely in retaliation against Western sanctions imposed after Russia’s illegal annexation of Crimea in 2014.

Last year, Russia withdrew from and effectively obliterated the United Nations Black Sea Grain Initiative, designed to facilitate Ukrainian grain exports during the war. Russia cited Western “cheating”—a common refrain from Russia in international organisations.

One month later, Russia passed a policy to facilitate payment for Russian agricultural products in roubles instead of dollars, to evade global sanctions. Further, in April of this year, Russia seized the assets of agricultural holding company AgroTerra—part of a broader effort to penalise companies from “unfriendly” countries. Russia has decided that the West’s rules aren’t fair, so it won’t play fair, either.

Grain for votes

As it constructs its own agricultural order, Russia strategically bolsters its agricultural trade with countries that support Russia’s war. On February 24, 2023, one year after Russia’s invasion of Ukraine officially began, the United Nations General Assembly (UNGA) overwhelmingly adopted a resolution which called on Russia to withdraw its forces from Ukraine. Seven countries voted against the resolution: Belarus, North Korea, Eritrea, Mali, Nicaragua, Russia, and Syria. How has Russia rewarded these loyalists? With more agricultural trade—under the auspices of benevolence—bolstered by its war in Ukraine.

Take North Korea, for example, which has provided political and military assistance for Russia’s war. Since the UNGA vote, Russia has been strengthening agricultural ties with North Korea. Russia announced, in the summer of 2023, its intention to begin supplying North Korea, which has long suffered food shortages, with grain. In early 2024, government records showed that Russia shipped thousands of tons of flour and corn to North Korea. Months later, in April, the Russian government welcomed a high-level North Korean agricultural delegation which seeks to boost domestic agricultural productivity with Russian assistance.

Russia and North Korea have maintained decades of cooperation, yet Russian food exports have been relatively limited until only recently. Following heightened bilateral engagement, Russian President Vladimir Putin visited North Korea for the first time in 24 years last week and pushed for more trade between the two countries.

Nicaragua has a similar story. By 2023, Nicaragua was importing lots of Russian wheat. That year, Nicaragua and Russia also negotiated a grain agreement, and Nicaragua explored plans to pay for Russian grain in rubles, instead of dollars. In October 2023, the Nicaraguan and Russian parliaments held their inaugural “Commission on Cooperation” which included interest to enhance agricultural trade.

By comparison, public data reveal little agricultural trade between Nicaragua and Ukraine between 2022 and 2023. Russian agricultural trade with Nicaragua may reveal the Russian playbook: Foster global dependency on Russian exports by knocking out a major agricultural competitor, Ukraine, and then seize opportunities to bolster ties with friendly states through increased agricultural trade.

The damage is done

Despite the Kremlin’s big vision for Russian agricultural output in 2024, abnormal frost and drought threatens the upcoming harvest and undermines one of Russia’s most effective diplomatic tools. Estimates for Russia’s 2024 wheat production declined 10 percent in May. Yet Russia is still projected to be the world’s leading grain exporter.

Despite downgraded harvest projections, Russia still plans to be a significant grain supplier to the global south. Based on 2023 exports, Russia will likely export the most grain to Turkey, Egypt, Mexico, Indonesia, and Vietnam, according to data from ProZerno. Other top importers included Algeria, Bangladesh, Iran, Pakistan, and Saudi Arabia, so exports may increase there, as well.

The bad news is that even if Russian grain production fails to meet expectations, the damage has already been done. Russia has already destabilised pricing on the global grain market. Russia has already largely insulated itself from global sanctions. Russia has already undermined Ukrainian grain exports. Russia has already sparked political conflict within Europe over grain gluts. And Russia has already strengthened its diplomatic ties through grain trade.

We can expect more Russian grain politicking throughout and after this summer and autumn harvest season, most likely supported by states apathetic to or aligned with Russia’s international political agenda.

Thea Dunlevie

Thea Dunlevie

Thea Dunlevie is a graduate student at Georgetown University's Security Studies programme.

Share

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.