european defence spending
Preparing for uncertainty
NEETs
Not wasted, missed
parallax background

Killing the story

The global hunt of journalists is feeding totalitarianism

November 21, 2025

7 min read

November 21, 2025

7 min read

Photo: Dreamstime.

Being a journalist in many parts of the world has become far more than a challenging occupation—it has become a high-risk profession under assault from state power, armed conflict, economic pressure, and the erosion of institutional protections. 

According to the Committee to Protect Journalists (CPJ), 361 journalists were imprisoned and 124 were killed globally at the end of 2024, one of the highest figures since they began tracking the data. 

Meanwhile, in its 2025 World Press Freedom Index, Reporters Without Borders (RSF) flagged 34 countries where mass closures of media outlets, the exile of journalists, and systemic repression were escalating.

The persecution of journalists is not simply an assault on individuals—it is an assault on democracy, on transparency, on fairness, and on the public’s right to know. Free and independent journalism plays key roles: uncovering corruption, holding power to account, reporting on war crimes, and giving a voice to the voiceless and the vulnerable. 

Without it, abuses by government and private and public entities go unchecked, lies proliferate, and authoritarianism spreads.

The plight of journalists in autocracies

In autocracies, independent media are often among the first institutions to collapse; in democracies, they are increasingly pressured by economic hardship, digital disinformation, and shrinking spaces for dissent. 

The consequences have a global chilling effect, where self-censorship and fear become the norm. The tools of repression by authoritarian governments are both blunt and subtle. RSF’s Press Freedom Predators 2025 list includes the following countries where journalists have been incarcerated, tortured, exiled, or killed.

In Belarus, independent media have been labelled ‘extremist’, and journalists have been arrested, tortured, or forced into exile; between 500 and 600 are reported to have fled the country since 2020. The media in Belarus must either toe the government’s line or face punishment and closure.

In Azerbaijan, the last independent media outlet was closed in February 2025, following a piece-by-piece elimination of critical media. Azerbaijan is known for imposing egregiously harsh prison sentences on journalists on charges that are completely trumped-up or politically motivated.

In Turkey, a presumed democracy, journalists who do not support the government’s policy in their reporting should expect to be incarcerated. Since the 2016 alleged military coup attempt, there’s been a significant crackdown. Over 100 journalists have been imprisoned, several have actually been killed, and dozens of media outlets have been shut down.

In Iran, reporting anything against the government policy is basically forbidden, and those who cross the line face severe consequences. Over the last five years, Iran has arrested over 100 journalists, with many still in prison.

The CPJ described the situation in Gaza as the deadliest in the world. In 2024, of the 124 journalist deaths globally, 85 of them were killed by Israeli forces in Gaza. Palestinian journalists no longer only report on the war—they have become its casualties. Their press vests do not guarantee their safety; in fact, in many cases, they mark them as targets.

Saudi Arabia has about 20 journalists behind bars, Russia is holding nearly 60, and China, which is well known for being tough on the press, has imprisoned almost 200 journalists since 2019.

Non-lethal repression of journalists

Besides arrests and killings, there is a widespread non-lethal persecution of journalists that, nevertheless, is deeply destructive. According to the Center for News, Technology and Innovation, nearly half of the journalists it surveyed in 2025 stated that their governments seek “too much control” over their reporting. 

The economic viability of independent journalism is also under strain: RSF notes that economic fragility is now a significant threat to the free press as much as direct political repression.

Digital harassment is another dimension. Women journalists, journalists of colour, LGBTQ+ reporters, and those from minority communities face disproportionate levels of online abuse, surveillance, and coordinated hate campaigns. Internet shutdowns and the weaponisation of AI-generated disinformation further erode safe spaces for journalists. 

The United Nations Educational, Scientific and Cultural Organization (UNESCO) reports that harassment against journalists is a significant global trend, linking it to the broader agenda of impeding free expression.

The US is not exempt. In mid-October, Trump’s Department of Defense issued new rules stating that the Pentagon press corps risked losing access to the department if they published materials, even if the information wasn’t classified, that wasn’t directly approved by the department’s Secretary. 

They decried the position they were forced into—submit to censorship, or lose access that enabled them to report on the military’s actions. They should be applauded for almost unanimously choosing to turn in their press passes rather than agree to these authoritarian rules.

A central problem is impunity

In countries where journalists are killed or detained, few perpetrators are held accountable. Due to the lack of effective judicial or international mechanisms, attacks on press freedom rarely result in justice. The UN’s observance of the International Day to End Impunity for Crimes Against Journalists highlights how, worldwide, the environments of silence enable further abuses. 

When journalists are killed in war zones, the cost is not only personal but collective. Newsrooms shrivel, investigations halt, and local communities remain in the dark as they lose their watchdogs.

There is an urgent need to effectively address the persecution of journalists, which necessitates a multilateral response that is effective and encompassing.

Global institutions, press freedom organisations, and donor states must monitor violations, impose sanctions, and push for prosecutions. The perpetrators of targeted killings, mass arrests, or digital repression can’t be allowed to do so with impunity.

Secure communication tools, safe houses, and legal support networks should be established. States that repress journalists should be sanctioned and pressured to adopt and enforce laws that protect journalists, safeguard their workflows, and hold perpetrators of threats, violence, or censorship accountable.

International organisations and democratic countries should provide emergency visas or safe passage programs specifically for threatened journalists, enabling them to escape immediate danger.

In conflict zones, journalists must be recognised as civilians under international law. Humanitarian law must translate into operational protections, transparency around attacks, and complete investigations when facilities are struck.

Digital platforms must play a role in preventing coordinated abuse, especially targeting vulnerable journalists, and news organisations should train their staff in digital security.

Targeted sanctions should focus on officials or agencies responsible for persecuting the press, rather than broad sanctions that harm the general population.

Independent media also need sustainable funding, especially in regions where they are marginalised or under threat. Such financial support can come from a combination of sources, including democratic nations, which have funds earmarked for press freedom. Private donors, NGOs and philanthropic organisations, such as the Open Society Foundations, can also contribute.

The persecution of journalists around the world is a barometer of our broader freedoms. Indeed, when it is safe to question authority, to report injustices, and to reveal the truth, society moves toward greater openness and justice. When journalists are silenced—whether by bullets, by bars, or by bigotry—the freedom to know, to dissent, and to act is severely impaired.

Censorship and crackdowns on the press create a society where people lack the information they need, fostering authoritarianism, reducing government accountability, and preventing the public from questioning policies or measures taken by authorities, thereby challenging democracy at its core.

The threat to the free press is global in scale. When a journalist is silenced, a whole society becomes blind. Protecting journalists is not a luxury; it is the world’s last defence against tyranny. To defend the free press is to defend and protect democracy itself.

Photo: Dreamstime.

Alon Ben-Meir

Alon Ben-Meir

Dr Alon Ben-Meir is a retired professor of international relations at the Center for Global Affairs at NYU.

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.

You must be logged in to view this page. Login here.

Bridging the Reinvention Gap: Fill this form and get your preview copy immediately.

Future of IT: Fill this form and get your preview copy immediately.

War for Talent: Fill this form and get your copy immediately.

The Voice of Ukrainian Start-ups: Fill this form and get your copy immediately.

The uncounted engine: Ukraine’s start-up rise. Fill this form and get your copy immediately.