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All quiet in Transnistria

Rumours that Russia would annex the breakaway territory came to nothing

March 4, 2024

8 min read

March 4, 2024

8 min read

It began with a news report in the Moldovan press, citing just one source in the breakaway region of Transnistria (an ‘opposition’ legislator—not that there is much real opposition in Transnistria). The report was quickly amplified by a growing plethora of allegedly ‘in-the-know’ social media accounts that focus on defence issues on NATO’s Eastern Flank—ostensibly run by Romanians but possibly Russian misinformation projects. 

The Transnistria region, it was claimed, would on February 28 make a direct appeal to Moscow for incorporation within the Russian Federation, following the Donbas playbook by now familiar to anyone who has been following the war in Ukraine. President Vladimir Putin, due to deliver his annual State of the Nation speech to the Russian parliament on February 29, would immediately oblige, at a stroke creating a Russian outpost sandwiched between western Ukraine and Moldova. 

Suddenly, Transnistria—for those who could find it on a map—was back in the global headlines (most international coverage, as David Smith, author of the Moldova Matters newsletter points out, “displayed a shocking level of detachment from not only what is going on in Moldova, but from the actual military capabilities of the Russian Federation”).

Tellingly, however, the government in Moldova’s capital Chișinău was unmoved. “We are watching the situation closely, but there’s no evidence to back up the claims being made [in the media],” the country’s Office for Reintegration said in a statement on February 22. 

Unperturbed too were the Ukrainian authorities.  

“Nobody will be asking to join the Russian Federation,” said Kirilo Budanov, Ukraine’s military intelligence chief, on February 26. “[The rumours about Transnistria] do not correspond with reality. This has all the hallmarks of a deliberate misinformation campaign designed to destabilise the region.” 

He was right. At a special congress on February 28, Transnistria’s Congress of Deputies—a Soviet-style assembly that rarely convenes—instead passed a resolution that merely appealed to Russia to provide Russian nationals in Transnistria with greater “protection” from the Moldovan authorities.  

Notably, officials in Tiraspol also appealed to the European Parliament to prevent what it described as pressure from Moldova which was “violating the rights and freedoms” of Transnistrian residents. They made similar appeals to the secretary-general of the United Nations and the International Committee of the Red Cross. 

The following day, Putin made no mention whatsoever of the breakaway region in his speech to the Russian duma. 

Seeds of conflict 

Conflict in Transnistria, home to around 450,000 people, around a third of whom identify as Russians (Romanians and Ukrainians are the other main ethnic groups), has been frozen for more than 30 years, the region largely forgotten or ignored. 

Unlike the rest of the Republic of Moldova, populated by a majority of ethnic Romanians, Transnistria was never part of Romania. It was incorporated into the Moldavian Soviet Socialist Republic by the Soviet Union in the 1940s in an attempt to ‘Russify’ the republic. 

The present, frozen conflict between the government of then newly-independent Republic of Moldova and the ‘Pridnestrovian Moldavian Republic’, known colloquially as Transnistria, formed by the Russian minority living in the slither of land that sits on the left bank of the Dniester river, began in the autumn of 1991. 

The separatists were supported by elements of the Russian (previously Soviet) 14th Army, which had long recruited its forces from the region. Fighting intensified in March 1992 and continued throughout the spring and early summer until a ceasefire was declared in July 1992. It has largely held since then with all sides—until recently—broadly content with the status quo. 

The authorities in Tiraspol were happy with their de facto independence despite any international recognition (even Russia, which maintains a small military presence and peacekeeping mission in the territory, does not recognise its independence) that allowed the region to become a hub for contraband, where oligarchs or corrupt political elites in Ukraine, Moldova, and Russia carry out business with few checks and balances on their legality. 

Political competition in the territory is limited, and the dominant party is aligned with powerful local business conglomerates (the largest of which, Sheriff, owns petrol stations, a mobile telephony network, supermarkets, construction companies, as well as Moldova’s most successful football team). 

Moldova meanwhile made infrequent and half-hearted statements about “reintegrating” Transnistria without showing any real intent. That attitude, however, has seen a significant shift in recent months, with Chișinău increasingly keen to bring Transnistria back onside—at least economically. 

Since January 1 it has been levying taxes on goods imported into the region, scrapping an agreement more than 25 years old that had exempted Transnistrian businesses from such duties. Additionally, exporters from Transnistria must now pay customs duties to Moldova. Previously, they paid customs duties to the Transnistrian authorities. Around 70 per cent of Transnistrian exports go to the EU, benefitting from Moldova’s free trade agreement with the bloc. 

Chișinău claims that the new rules create “a level playing field” for all businesses on both sides of the Dniester river. Tiraspol claims that they amount to “an economic blockade” that will lead to price increases. 

Power struggle 

According to Alexandru Flenchea, a former Moldovan Minister for Reintegration, Sheriff is the most likely author of last week’s (non) events.  

Speaking on Moldovan television on February 29, Flenchea said that Sheriff had hoped to place so much pressure on Chișinău that it would end its new tax and duty policies. 

“Not that the taxes are in themselves the real cause of concern—it’s the precedent, the perspective, he added.  

“Chișinău has made it clear that this is a first step towards extending its sovereignty over Transnistria, a step towards economic reintegration. That’s what annoys [Sheriff], because its economic model is not compatible [with reintegration]. It can only continue to make billions as long as Transnistria remains unrecognised, ideally with an open border with Ukraine through which Russian gas, that Transnistria does not pay for, can flow.” 

Over the past two years, Moldova has successfully rid itself of Russian gas supplies—before the invasion of Ukraine, it was more dependent on Russian gas than almost any other country in Europe. Nevertheless, it still receives electricity from Transnistria. Russia’s Gazprom supplies gas free-of-charge (through Ukraine) to the Russian-owned Cuciurgan electricity plant in Transnistria, with power then sold to Chișinău—the supply accounts for around 70 per cent of all Moldova’s electricity, while proceeds account for approximately half of Transnistria’s budget. Without them, it would go bust. 

With help from the European Investment Bank (EIB), Moldova is currently building a high-voltage line that directly connects its electricity grid with that of Romania, which is scheduled to be ready in 2025. It can’t be completed quickly enough—at the end of 2024, the current agreement covering the transit of Russian gas through Ukraine expires. Kyiv has already said it will not extend it. 

Towards the presidential election 

Ending reliance on Transnistria for its electricity also ends, at a stroke, the breakaway region’s remaining leverage over Chișinău. With the previously porous Ukrainian border now firmly shut, Transnistria has little option but to move closer to the rest of Moldova. Even if it had asked to become part of Russia, and Russia had obliged, there is little Moscow could have done. It cannot supply the region by air, nor land. Moldova and Ukraine could have ensured that nothing or nobody got in, or out. 

Moldova’s shrewd president, Maia Sandu, a former World Bank economist, is aware of this—hence her government’s gentle attempts to begin reintegrating the breakaway region’s economy. The only threat to the plan is a presidential election set for later this year, in which she intends to make Moldova’s European integration the sole focus of her campaign. (Moldovans will simultaneously vote in a referendum asking if they support EU membership—currently polling suggests more than two-thirds do). 

Moldova was given the green light to begin EU accession talks in December, having formally applied to join the bloc just days after Russia’s February 2022 invasion of Ukraine.

Russia is likely to interfere. In last year’s local elections, it spent millions of euros on voter bribery and the illegal financing of Moscow-friendly candidates, according to Alexandru Musteață, the head of Moldova’s Information and Security Service.  

This year’s presidential election and a parliamentary vote which follows early in 2025 are probably Russia’s last opportunities to restore its waning influence in Moldova. Destabilisation of the country to reorient it away from Europe, which would at once prolong the status quo in Transnistria, are therefore Russia’s goals in 2024.  

Unfounded but widespread rumours of annexing the breakaway territory were merely the opening shots of a much longer hybrid war.

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis 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.