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Guardians of democracy

NGOs remain essential bulwarks against authoritarianism

June 16, 2025

8 min read

June 16, 2025

8 min read

Photo: Dreamstime.

In May 2025, as jubilant crowds waved Romanian and EU flags outside Bucharest City Hall, Nicușor Dan proclaimed that, “from tomorrow, Romania begins a new stage” after his stunning presidential victory over hard-right nationalist George Simion.

What made Dan’s triumph particularly remarkable was not just his defeat of populism in an age of rising authoritarianism but his origins: Dan, a 55-year-old mathematician, rose to prominence as a civic activist fighting against illegal real estate projects.

The new Romanian president exemplifies a broader phenomenon across the developing world. Dan founded Asociatia Salvati Bucurestiul in 2006 and has spent years battling to preserve architectural heritage and green spaces. His journey from NGO founder to president illustrates both the potential and the peril facing civil society organisations today.

The last line of defence

As democracy retreats across the globe, civil society organisations have found themselves cast in the role of democracy’s last line of defence. From the streets of Tbilisi to the corridors of power in Budapest, non-governmental organisations (NGOs) are increasingly the sole guardians of democratic norms in nations where the press has been captured or cowed.

Paradoxically, however, these very organisations that once heralded freedom in post-communist states now face systematic campaigns to discredit and destroy them.

The importance of NGOs to democratic governance cannot be overstated. They help the public keep an eye on whether politicians are misusing public money or breaking the law. They allow the public to get organised and make their opinions known to our representatives, for example, through petitions or peaceful protests. And they take governments to court when they try to take away our rights or steal our taxes.

In developing countries, where state institutions are often weak or compromised, NGOs serve as crucial intermediaries between citizens and government, promoting transparency, accountability, and civic engagement.

The post-communist vanguard

The modern conception of NGOs as democracy’s champions was forged in the crucible of post-communist transformation. American donors, including private ones, such as George Soros’s Open Society Institute, played the most prominent role in this process as the earliest and most significant sources of civil society assistance in postsocialist countries.

When the Berlin Wall fell, Western donors recognised that building democratic institutions required more than just constitutional frameworks—it demanded vibrant civil societies capable of holding power to account.

These organisations proved their worth during the democratic transitions of the 1990s and 2000s. NGOs looked attractive as both partners and recipients because they cost far less than traditional government-oriented development.

More importantly, they delivered results. From election monitoring in Ukraine to anti-corruption campaigns in Poland, NGOs became the backbone of democratic consolidation across Eastern Europe and the former Soviet Union.

Democracy watchdogs

Today, as press freedom erodes globally, NGOs have become even more vital to democratic governance. They serve multiple crucial functions that distinguish them from traditional media outlets.

First, they provide sustained advocacy on specific issues, maintaining pressure on governments long after news cycles have moved on. Second, they possess technical expertise that enables them to scrutinise complex policy areas, from electoral law to public finance. Third, they can mobilise citizens for collective action in ways that individual journalists cannot.

Election monitoring involves the observation of an election by one or more independent parties, typically from another country or NGO. The monitoring parties aim primarily to assess the conduct of the election process based on national legislation. This function has become particularly crucial as authoritarian leaders worldwide have perfected the art of electoral manipulation whilst maintaining a veneer of democratic legitimacy.

The Carter Center alone has deployed 125 complete and limited observation missions in 40 countries since 1989, establishing professional standards that have been adopted by numerous other organisations. Meanwhile, the Global Network of Domestic Election Monitors connects over 245 regional networks and individual nonpartisan citizen observation groups worldwide, creating a web of accountability that transcends national boundaries.

‘Foreign agents’

The very effectiveness of NGOs has made them targets for authoritarian regimes. The most insidious weapon in this assault has been the proliferation of ‘foreign agent’ laws pioneered by Russia and now spreading across the globe.

The archetypal foreign agent law is Moscow’s 2012 legislation regulating the activities of non-commercial organisations performing the function of ‘foreign agents’. Adopted just months after Vladimir Putin’s return as president of Russia, the law was a foundation for the Kremlin’s entrenchment of authoritarianism.

These laws operate through a combination of stigmatisation and bureaucratic strangulation. In Russia, the term foreign agent’ can be interpreted by the public only as ‘spy’ or ‘traitor’. To date, Russia’s Justice Ministry has designated 158 groups as “foreign agents,” courts have levied staggering fines on many groups for failing to comply with the law, and about 30 groups have shut down rather than wear the ‘foreign agent’ label.

The contagion has spread alarmingly across Europe. Hungary’s Viktor Orbán has been particularly aggressive, with his government passing laws that force NGOs to label themselves as ‘foreign-funded’, seeking to discredit their work and turn people against them. Despite the European Court of Justice ruling such legislation incompatible with EU law, the draft law can still be amended during the subsequent parliamentary debate; however, it is expected to sail through unchanged, given the government’s large majority in parliament.

The scope of these attacks extends beyond legal frameworks. In Hungary, Orbán has explicitly targeted civil society organisations, promising to ‘shut off the Soros network’s financial taps’ and achieve ‘full elimination of the Soros network’. Intelligence agencies have been tasked with compiling blocklists of so-called foreign agents, representing an unprecedented weaponisation of state security apparatus against civil society.

The far-right’s narrative

The demonisation of NGOs represents a broader far-right strategy to delegitimise democratic institutions. By framing civil society organisations as tools of foreign manipulation, populist leaders tap into deep-seated anxieties about national sovereignty whilst simultaneously undermining the very organisations that could expose their own corruption and authoritarianism.

The state’s alleged need for transparency as its primary purpose can, therefore, be effectively addressed through existing legislation regulating NGOs, yet these laws persist because their true purpose is not transparency but control. Such laws contradict the commitments of these countries under international human rights law, yet they continue to proliferate.

The rhetoric employed reveals the true intent. Donors like to draw a purely altruistic picture of their funding activities as if all they ever wanted was to alleviate suffering in Georgia, Moldova, or Malawi, but authoritarian governments deliberately distort this narrative to suggest sinister motives. The success of this strategy is evident in its replication: in Slovakia, the far-right and pro-Russian Slovak National party (SNS), currently part of the governing coalition, proposed a similar law in April, targeting mainly NGOs working on disinformation, human rights or political accountability.

The Trump effect

The return of Donald Trump to the American presidency has emboldened authoritarians worldwide to intensify their attacks on civil society. The Trump administration’s rhetoric and its decision to freeze foreign aid have contributed to strengthening hostile narratives already present in ‘foreign agent laws’ in Central and Eastern Europe and have emboldened governments in their efforts to undermine these organisations publicly.

This creates a vicious cycle: as Western support for civil society diminishes, authoritarian governments feel emboldened to crack down harder on NGOs, which in turn weakens the very organisations that could document and resist democratic backsliding.

The timing is particularly ominous, as those countries that have introduced ‘foreign agent’ laws have either ‘closed’ or ‘obstructed’ civil society space.

The sustainability question

The attacks on NGOs have exposed a fundamental vulnerability in the civil society ecosystem: excessive dependence on foreign funding.

Donations from international sources make up over 95 per cent of the financial sources of support for most NGOs in many developing countries. This dependency provides authoritarian governments with a convenient narrative to attack these organisations whilst also creating genuine sustainability challenges.

Global South NGOs’ reliance on Western donors hinders the growth of self-sustaining civil societies, creating a legitimate critique that authoritarians exploit for illegitimate purposes.

The challenge is developing indigenous funding mechanisms that can support civil society work without falling prey to government interference or co-optation.

Towards resilience

Civil society organisations need to continue to adapt and evolve. The key to survival lies in building broader coalitions, diversifying funding sources, and demonstrating tangible value to ordinary citizens. If more of their leaders, such as Romania’s Dan, could become president, it wouldn’t hurt.

The international community must also step up its support. Firm commitments can also leverage government and community support to provide the resources, opportunities, and spaces needed to foster a vibrant civil society. This includes not only financial support but also diplomatic pressure on governments that attack civil society organisations.

The battle for civil society is ultimately a battle for democracy itself. NGOs enable citizens from different backgrounds to learn to work together and build the skills, relationships, and trust necessary for good government. When these organisations are weakened or destroyed, the foundations of democratic governance crumble.

The irony is stark: the very organisations that helped build democracy in post-communist Europe are now fighting for survival against the same authoritarian tactics they once helped overcome. Their fate will determine whether democracy can survive the current wave of authoritarianism or whether we are witnessing the twilight of the liberal democratic order.

Photo: Dreamstime.

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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.