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Georgia’s security challenge

Tbilisi must adapt its national security strategies

August 12, 2024

8 min read

August 12, 2024

8 min read

The improvement of Georgia’s security system and the search for new approaches and solutions is a continuous process. And this is not surprising, as our region and the world have been in constant transformation since our regained independence, with regional and global centres of power realigning from time to time, new centres forming, military or political alliances expanding, shrinking or modifying.

Additional risks and challenges arise as a result of profound geopolitical, economic and social processes. This, in turn, requires continuous improvement of the national security system and adequate adaptation to changing risks.

It is particularly noteworthy here that anti-Georgian and anti-state actions have not always taken the form of open aggression. At the same time, it should be noted that the encroachment on the sovereignty and territorial integrity of our country is almost continuously carried out by means of so-called ‘grey zone operations’, measures that qualify it as a ‘low-intensity conflict’.

In other words, although the actions of the aggressor do not formally bear the signs of a declaration of war, by their forceful nature they are aimed at reducing the defence capability of the target country, undermining its security and state foundations and limiting the operational space and resources for the fulfillment of national tasks.

As such, in this case, it is not a classic casus belli, but rather that the aggressor places the victim under its influence in a form (which includes, inter alia, neutralising appropriate international support or imposing substantial restrictions on such support) that does not require the engagement of armed forces for the purpose of overt aggression.

To put it another way, the purpose of ‘grey operations’ in a ‘low-intensity’ format is to disrupt the state resilience of the target country and deplete its resources. The Center for Strategic and International Security interprets this phenomenon in a much more complex way, noting that such operations are “between routine management and open warfare” and that the initiator of “grey operations” tries to exploit certain advantages in a way that does not “cross the line into open warfare”.

To further simplify the issue, this is how an aggressor employs a strategy that seeks to obtain a desired economic, military, diplomatic, and political outcome while avoiding a direct and costly response from the other side.

Appropriate influence and pressure may imply limiting the target country’s access to a promising market of the aggressor (remember the closure of the Russian market for Georgian products at one time). Also, the aggressor country may take care to maximise the diplomatic isolation of the target country from third countries (such as China’s attitude towards Taiwan).

Importantly, an aggressor country may forgo the use of military units and rely wholly or partially on law enforcement or other paramilitary structures to conduct ‘grey’ or ‘low-intensity’ operations. Moreover, certain civilian resources can be used for this purpose. All of this makes it possible to “go along the edge” in conducting a violent campaign, which in turn reduces the possibilities for proper legal qualification and countermeasures under international law.

What are we to counter with? What should we care about?

When it comes to the response of the Georgian side, we picture three categories of so-called defensive barriers: one at the national level, the second in coordination with our international partners, and the third the implementation of measures aimed at increasing the geo-economic function and usefulness of the country.

At the national level, ‘low-intensity’ operations usually aim to encroach on Georgian air, maritime and economic space and will continue to do so in the future.

With regard to air and water, the implementation of modern surveillance systems remains a priority issue. Here we are mainly referring to cheap drones and relevant sensors, which are needed for timely detection of intrusion into Georgian air and sea space and development of the necessary response.

Of particular importance here is the improvement of the Georgian military and industrial complex and the fulfillment of at least the basic requirements for effective surveillance. It is also necessary to further improve the capabilities of the Georgian Coast Guard and bring it closer to modern standards.

With regard to the economic ecosystem as the cornerstone of any effective security system and in the context of growing economic nationalism in the world, not only the quantity of investments is important, but also their quality.

Thus, given the current threats, we believe that it is unacceptable to consider any investment as desirable for our country. The time has come to learn how to distinguish and select them. For this purpose, we believe it is advisable to check investments, to introduce a screening mechanism by law. We should also note that many developed economic systems use this method today.

In addition to the above, a large and separate place should be given to the issue of economic security in the national security doctrine of Georgia. This special attention, again, is dictated by the modern and multifaceted understanding of the concept of ‘security’. Let us agree that national security is unthinkable without a unified set of economic measures, because no one will consider and talk to a weak, poor country with constant requests for help.

It has to be particularly noted that the economic security dimension should be strengthened in the format of the National Security Council. As one of the possible developments, we do not rule out the separate creation of an Economic Security Council or its institutionalisation within the framework of the National Security Council. Moreover, speaking about the structural approach, we also consider as a possible subject of discussion the introduction of the position of the Minister of Economic Security in the government of Georgia with corresponding supervisory scope and functions.

In any case, whether under the auspices of the Economic Security Council or the Minister of Economic Security, one of the fundamental tasks should be the continuous monitoring and analysis of risks and threats to Georgia’s economic security, and this process should be objectively reflected in a periodic document on economic threat. Along with the structural approach, the feasibility of legislation ensuring economic security (such as Georgia’s ‘Law on Economic Security’) should equally be discussed.

Measures of international scope

From this point of view, the efforts of the Georgian side should be even better focused on the Black Sea factor, which from a geopolitical and security point of view is both a great challenge and a great opportunity.

If we focus on a geopolitical component, we still want to put forward the initiative of a framework document of the Black Sea Declaration, which would serve the political and economic integration of the countries of the region, including a modern format of consultations, adapted to the time and the need for new channels of communication.

Such a declaration will emphasize the importance of the Black Sea region for world and regional peace and stability. With regard to a number of important topics, this document will, to name but few, underline a need to mobilise investment funds for the diversification of regional infrastructure, as well as the need to implement socially and environmentally sustainable projects in the region and outline the directions of regional free trade agreements and blocs.

As for the security dimension in the Black Sea, we envision relevant cooperation (similar to NORDEFCO or another model) between NATO member countries (Romania, Turkey, Bulgaria) and non-member countries (Georgia, Ukraine). Such a platform would be helpful, inter alia, for discussing security and defence policy and identifying common risks and challenges, as well as providing for joint actions to ensure peace and stability in the Black Sea region.

All in all, forming a Black Sea mini-alliance is all the more relevant if we take into account that in recent years the representation of NATO in the Black Sea has been characterised by a significant lack of potential and resources. Moreover, on the eastern flank of the alliance perimeter—from the Baltic Sea to the Black Sea—this sense of scarcity was compounded by apparent asymmetry or inequality.

Last but not least, strengthening of Georgia’s ties with Western partners is given critical weight. In our opinion, one of the real manifestations of this cooperation is the establishment in Tbilisi of a special joint centre of excellence for combating hybrid warfare and disinformation in the form of an analogue of the centre for combating hybrid threats operating in Helsinki. In parallel with the neutralisation of hybrid-disinformation manifestations in our country, such a centre can also respond to regional.

Enhancing the geo-economic function

We believe that, on the one hand, increasing a country’s usefulness in a network of regional trade, transportation or other types of economic linkages and, on the other hand, the joint interest and co-ownership of actors with a voice in realising these benefits, will help to better manage and mitigate future risks.

The above-mentioned approach was the basis for the cross-border projects launched by Georgia in the 1990s (Baku-Supsa, Baku-Tbilisi-Ceyhan, Baku-Tbilisi-Erzurum, and later Baku-Tbilisi-Kars), which gave our country “its own self” in the eyes of the outside world.

However, it is necessary to remember that strengthening the “own self” and filling it with new content is a constant, continuous process in which fatigue and boredom are excluded. A number of major projects, including the Middle Corridor and the Black Sea Electric Cable, which should give Georgia a unique role in the larger regional geo-economic structure, at least for several decades to come, serve this very purpose.

Victor Kipiani

Victor Kipiani

Victor Kipiani is the chair of Georgian think tank Geocase.

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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.