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The digital resistance

In Belarus, hackers operate with surgical precision and intense secrecy. In Ukraine, they unleash digital 'guns blazing' attacks

May 16, 2025

6 min read

May 16, 2025

6 min read

Photo: Dreamstime.

The work done behind the scenes on the cyber front often goes unrecognised. Yet in reality, both the IT Army of Ukraine and the Belarusian Cyber Partisans are working harder than ever to help defeat the authoritarian regimes in Minsk and Moscow.

Belarus’s Cyber Partisans, a hacktivist collective aiming to topple the country’s autocratic regime, have also become an invaluable ally to Ukraine, aiding its fight against Russian aggression while pursuing change at home.

The Belarusian dictator Alexander Lukashenko has admitted his deepening fears of cyberattacks, telling ministers he is now “more scared of cyber weapons than nuclear weapons.” In a striking order, he warned officials that if they could not secure their computer systems, they should “go back to using paper.”

His concerns are not unfounded. The Cyber Partisans, an underground collective of Belarusian hackers, first emerged from the 2020 mass protests against Lukashenko’s regime. Despite numbering only a few dozen members, they operate with strict secrecy to protect their identities and the safety of relatives still living in Belarus.

“Unfortunately, our most significant and successful hacks cannot be disclosed publicly. For security reasons, we must protect our ongoing access to enemy networks,” said Yuliana Shemetovets, spokeswoman for the Cyber Partisans.

Only a core group has access to the Partisans’ internal database and the authority to review hacked information. New members undergo a rigorous vetting process designed to filter out infiltrators from Belarusian or Russian intelligence services.

Complex operations

In January 2022, just weeks before Russia’s full-scale invasion, the Cyber Partisans hacked Belarusian Railways in an effort to disrupt Russian troop movements to Ukraine’s border, which were being disguised as ‘joint drills’. The attack forced the railway to revert to paper-based operations. Their efforts continued into the early days of the war, impacting Russian offensive efforts around Kyiv.

Shemetovets added, “Another major operation targeted Grodno Azot, Belarus’s largest state-run fertiliser manufacturer. This attack disrupted the enterprise’s energy generation facility, and we gained access to internal cameras, documentation and emails.”  She further highlighted that the Cyber Partisans “also infiltrated heating facilities that were not even connected to the internet. This complex operation was part of our efforts to pressure the regime into releasing political prisoners.”

“We know that we are one of the top organisations the regime is actively working to counter and undermine. We take this very seriously,” said Shemetovets. The group also provides assistance to “the Belarusian diaspora and various organisations, helping with identity verification, security guidance, and advice on digital best practices.” The partisans also provide technical assistance to the Kastuś Kalinoŭski Regiment, a Belarusian volunteer unit currently fighting alongside Ukrainian forces.

Strong collaborative networks

Cybersecurity experts have taken note of the group’s sophistication. According to Vasileios Karagiannopoulos, Associate Professor of Cybercrime and Cybersecurity at the University of Portsmouth, “the Cyber Partisans seem to have a well thought-out organisational structure with different expertise and strong collaborative networks in the wider activist arena in the country.”

“They manage their media presence well through their spokesperson, which is very important for making their claims and activities more widely known and acknowledged,” he said. “And they seem to have very diverse tactical choices in order to maximise their efficiency, but also perhaps adopting some important ethical guidelines of more traditional early hacktivist groups.”

“They tend to be a more concrete collective that is nation-focused, but this has not stopped them from engaging in activities that are indirectly related to their national goals.”

The two groups employ different tactics, with the Ukrainian side often coming out with its digital guns blazing. Ukraine’s IT Army specializes in large-scale DDoS attacks designed to disrupt operations and cripple networks, causing widespread disruptions across Russia.

In one of their latest attacks against Russia telecom infrastructure, its Telegram channel posted: “A wave of attacks on RU’s backbone telecoms crippled internet in Irkutsk region. Raketa, DreamNet, Baikal Teleport—all publicly confirmed DDoS hits, broken service, and a flood of user complaints. Mobile data, IPTV, VoIP—gone. ‘We’ve had no internet for three days,’ one user wrote.”

While the IT Army of Ukraine no longer garners the same level of international media attention as it did in its early days, it remains a potent force. According to cybersecurity expert Pascal Geenens, the IT Army continues to operate a dynamic online DDoS leaderboard, where top contributors run infrastructures of nearly 350 hosts using automation tools provided by the group.

Its Telegram channel regularly posts updates, highlighting not only DDoS attacks but also breaches and intrusions. Geenens describes the IT Army as an unofficial extension of Ukraine’s defence forces, assisting ground troops with intelligence from cyber breaches and using DDoS attacks as effective smokescreens to keep Russian defence systems and institutions under constant pressure.

Although international participation has declined compared to 2022 and early 2023, the core contributors, who made the most impact even in the early stages, remain active and committed.

High-value targets

One reason for the IT Army’s sustained strength is its low barrier to entry. Geenens notes that the group has enhanced existing DDoS tools and packaged them for easy installation, with detailed documentation and ongoing support through Telegram. This accessibility has democratised participation in cyber operations, allowing a broader segment of the public to contribute to Ukraine’s digital defence.

Russia’s Permanent Representative to the United Nations, Vasily Nebenzya even accused the IT Army of Ukraine of waging a coordinated disinformation campaign against Russia. Russian cybersecurity firm F6 identified the IT Army of Ukraine as the most active hacking group targeting Russian digital infrastructure, reporting a surge of at least 50 per cent in DDoS attacks in 2024.

“If I had to sum up 2024 in one word, it would be focus. We moved away from broad attacks and started hitting high-value targets with a much bigger impact. The numbers tell the story: we focused on 79 key IPs, and the estimated economic losses we inflicted were nearly 10 times greater than in 2023–around 1.2 billion US dollars at our lowest estimate,” said Ted, spokesperson for the IT Army.

“We’re sticking to our refined approach, high-impact targets over mass disruption,” he continued. “Instead of taking down random websites for a few hours, we aim to keep valuable assets offline for days. Just in January, we had two IPs that stayed down for five days, which is a major improvement over past operations.”

Ted pointed out that, “our ties with intelligence services have strengthened, and that naturally brings us closer to battlefield needs. The more our efforts can align with Ukraine’s broader strategy, the better.”

“We’re also looking beyond Ukraine’s immediate needs and thinking about the bigger picture. This year, we want to document and systematise everything we’ve learned, creating a playbook for cyber guerilla operations. The idea is simple: if a country ever finds itself in a situation like Ukraine’s, they won’t have to start from scratch.”

He concluded, “We’re calling on NATO and allied governments—this is your chance to learn from our experience and be ready to launch IT Army-style cyber resistance if needed.”

Photo: Dreamstime.

David Kirichenko

David Kirichenko

David Kirichenko is an associate research fellow at the Henry Jackson Society.

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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.