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Reality check

Why fact-checkers are now democracy's essential workers

August 15, 2025

7 min read

August 15, 2025

7 min read

Photo: Dreamstime.

Anyone with a smartphone can now broadcast to millions, unfiltered and unverified. News and information (or indeed, misinformation) are instant. No longer are we compelled to wait for an objective, accurate version of events. Whoever speaks first and loudest wins. The facts don’t matter. 

Except they do: more now than ever, which is why a growing army of methodical truth-seekers is fighting back. These are the fact-checkers, once relegated to magazine back-offices but now very much democracy’s front line, armed with reverse image searches and a keen scepticism of everything. 

The urgency with which fact-checkers are being deployed betrays the depth of need. In May, the European Union announced a five million euros funding programme to strengthen European fact-checking networks, part of President Ursula von der Leyen’s European Democracy Shield initiative.  

The funding will support fact-checker protection schemes, create repositories of verified information, and build emergency response capacity—suggesting that Europeans view misinformation as a threat requiring something approaching a public health response. 

The rise of the verifiers 

According to the Duke Reporters’ Lab, there are currently 443 active fact-checking projects worldwide, operating in 116 countries and more than 70 languages. Whilst this represents a slight decline from 2024’s 451 projects—largely due to Meta’s withdrawal from fact-checking partnerships in America—the sector has grown by over 300 per cent since 2014, when just 110 projects existed globally. 

This expansion occurred during journalism’s own fragmentation. As traditional newsrooms shed staff and social media democratised publishing, the information ecosystem became a sprawling bazaar where truth and falsehood jostle for attention with equal vigour. Into this chaos stepped fact-checkers, offering something increasingly precious: methodical verification. 

The timing is hardly coincidental. Research published in the Harvard Kennedy School’s Misinformation Review in 2023 found that major fact-checking organisations such as Snopes and PolitiFact agree on their verdicts 92 per cent of the time when checking the same claims.  

Such consistency suggests that whilst news may be partisan, facts retain an obstinate objectivity that transcends political allegiances. 

The fragmenting fourth estate 

Traditional journalism, meanwhile, faces an existential crisis that extends beyond declining revenues.  

The profession’s core function—informing the public—has been complicated by the velocity of modern news cycles and the premium placed on speed over accuracy. When breaking news can be shared millions of times before it can be properly verified, the damage of misinformation often outpaces correction. 

Fact-checkers approach information differently. Rather than racing to publish first, they specialise in publishing right. Their work resembles scientific methodology more than traditional reporting: hypotheses (claims) are tested against evidence, sources are scrutinised, and conclusions are reached only after rigorous analysis.  

The International Fact-Checking Network (IFCN) has codified these practices into formal standards, requiring transparency about funding, methodology, and corrections. 

This methodical approach has proved increasingly valuable. A 2022 analysis of fact-checking effectiveness found that fact-checking significantly reduces belief in false information, particularly when corrections include detailed explanations rather than simple true/false verdicts.  

The research suggests that readers hunger for context and explanation—precisely what hurried breaking news often lacks. 

The qualifications question 

But what makes someone qualified to determine truth from fiction? The question reveals both fact-checking’s strength and its potential weakness. Unlike journalism, which has developed informal but recognised credentialing through university programmes and professional associations, fact-checking remains relatively unregulated. 

Most professional fact-checkers should hold degrees in journalism, communications, or related fields, suggests recruitment data from platforms such as Indeed. But the essential qualifications are more temperamental than educational: obsessive attention to detail, comfort with ambiguity, and the patience to follow evidence wherever it leads.

The European Fact-Checking Standards Network requires members to demonstrate transparency in methodology, disclose funding sources, and maintain clear correction policies—standards that many traditional news outlets would struggle to meet consistently. 

The sector has attracted significant investment beyond government funding. Google and YouTube committed 13.2 million US dollars to fact-checking initiatives in 2022, whilst Meta—despite its American withdrawal—continues funding international fact-checking partnerships. This corporate support reflects both genuine concern about misinformation and the platforms’ desire to avoid regulatory intervention. 

Who guards the guards? 

However, this raises the most fundamental question about fact-checking’s ascendancy: who fact-checks the fact-checkers?  

Professional fact-checking organisations have developed elaborate accountability mechanisms. The IFCN requires signatories to undergo regular audits, maintain public correction policies, and disclose funding sources.  

The European network goes further, requiring members to submit financial information to external assessors and offering independent complaint procedures. These standards often exceed those applied to traditional news organisations. 

But structural questions remain. Fact-checkers’ power derives partly from their perceived neutrality, yet they must make editorial decisions about which claims deserve attention.  

Research shows that different fact-checking organisations check different statements—only about 6.5 per cent of claims examined by major American fact-checkers overlap, according to the Harvard study. This suggests that fact-checking, like journalism, involves subjective choices about newsworthiness and priority. 

The dependence on platform funding also creates potential conflicts. When Facebook pays fact-checkers to verify content on its platform, can they truly remain independent? The company’s decision to end its American fact-checking programme whilst maintaining international partnerships suggests that these relationships remain contingent on corporate strategy rather than journalistic principle. 

The indispensable truth-tellers 

Despite these concerns, fact-checkers have established themselves as essential infrastructure for democratic discourse. Their methodical approach to verification offers something increasingly rare: authoritative guidance about what deserves belief in an information-saturated world. 

The EU’s new funding reflects recognition that fact-checking has evolved from a journalistic support function into a public good requiring institutional support. The funding will help establish fact-checker protection schemes—acknowledgement that these truth-tellers face harassment and intimidation for their work—and create emergency response capacities for crisis situations. 

Perhaps most tellingly, fact-checkers operate successfully in nearly 80 countries that Reporters Without Borders considers dangerous for journalism. In places where traditional media faces state censorship or violence, fact-checkers often find ways to continue operating, suggesting that their focus on verification rather than investigation provides some protection. 

The rise of artificial intelligence adds urgency to these developments. As generative AI makes sophisticated misinformation easier to create, the need for skilled human verification becomes more critical. Fact-checkers are developing new tools to combat deepfakes and synthetic content, positioning themselves as humanity’s defence against machine-generated deception. 

Truth’s new champions 

The fact-checking boom reflects a broader crisis in information authority. Traditional gatekeepers—editors, broadcasters, public officials—have lost their monopoly on truth-telling, but no replacement hierarchy has emerged. Into this vacuum have stepped fact-checkers, offering not perfect wisdom but methodical rigour. 

Their ascendancy suggests that modern democracies require a new division of labour: journalists to discover and report, fact-checkers to verify and correct. This arrangement may prove more robust than the previous system, which relied on individual journalists and editors to perform both functions simultaneously under increasing time pressure. 

The EU’s recent investment is modest compared to the scale of the misinformation challenge, but it signals recognition that fact-checking has become critical infrastructure. As traditional journalism continues fragmenting, these methodical truth-seekers may prove democracy’s most reliable guardians—not because they’re infallible, but because they’ve made fallibility visible and correction routine. 

When lies travel faster than truth, the fact-checkers’ careful methodology offers something invaluable: the promise that, given time and effort, accuracy can still be distinguished from invention.  

Their rise may mark not journalism’s failure, but its evolution—from a profession that breaks news to one that repairs it. 

Photo: Dreamstime.

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.