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The far-right’s left turn

How the far-right became the real neo-Marxists

June 19, 2025

6 min read

June 19, 2025

6 min read

Photo: Dreamstime.

The accusation is everywhere: liberals, progressives, and culture warriors are ‘neo-Marxists’ hell-bent on destroying Western civilisation. Closer examination, however, reveals irony—the far-right has itself adopted the core analytical framework and policy prescriptions that once defined Marxist movements.

That the term ‘neo-Marxism’ has become a favoured cudgel of right-wing populists from Donald Trump’s America to Viktor Orbán’s Hungary is not news. According to the narrative, a shadowy cabal of intellectuals—often traced to the Frankfurt School of critical theorists who fled Nazi Germany—has infiltrated universities, media, and cultural institutions to wage war on traditional values through ‘cultural Marxism’.

This conspiracy theory, described by scholars as having ‘no basis in fact’, serves a convenient political purpose. It allows the far-right to dismiss legitimate criticism and deflect attention from their own increasingly radical positions. But the irony runs deeper than mere deflection.

In their rhetoric, analytical framework, and policy prescriptions, today’s far-right movements have themselves become the closest thing to a genuine neo-Marxist force in contemporary politics.

The scapegoat strategy

Consider the far-right’s approach to explaining social and economic problems. Where classical Marxists identified class enemies—the bourgeoisie who exploited workers—today’s populist right has simply substituted different villains. George Soros, the Hungarian-American philanthropist, has become a particular fixation, blamed for everything from orchestrating immigration to funding protests to manipulating currencies.

The rhetorical structure is remarkably similar to Marxist class analysis. Marx’s theory posited that, “the history of all hitherto existing society is the history of class struggles,” with a clear division between oppressor and oppressed. Today’s populist right employs the same binary thinking, simply replacing economic classes with cultural and ethnic categories. The ‘globalist elite’, ‘cosmopolitan rootless’ figures, and ‘cultural Marxists’ become the new bourgeoisie, whilst ‘real Americans’ or ‘ordinary Europeans’ represent the exploited proletariat.

This isn’t merely analogous—it’s structurally identical. Academic research shows that conspiracy theories about Soros and other supposed puppet masters follow the same pattern as antisemitic propaganda that historically blamed Jewish financiers for economic and social upheaval. The same conspiratorial mindset that once drove pogroms now fuels pipe bombs sent to Soros’s home and synagogue shootings by far-right terrorists.

Economic nationalism as neo-Marxism

Perhaps nowhere is the far-right’s adoption of Marxist thinking clearer than in economic policy. Economic nationalism, now a cornerstone of far-right platforms from Trump’s America First to Marine Le Pen’s National Rally, represents a fundamental break with traditional conservative economics in favour of something much closer to Marxist-Leninist doctrine.

Classical Marxism prioritised the interests of the working class over capital mobility and free markets. Today’s far-right populists make virtually identical arguments, merely substituting nation for class. They advocate protectionist trade policies, state intervention in markets, and the subordination of economic efficiency to political goals—precisely the policies that conservative economists spent decades opposing when proposed by the left.

Research demonstrates that far-right populism emerges primarily as a reaction to globalisation’s dislocating effects on traditional industries and communities. The response—demanding that states protect domestic workers from foreign competition through tariffs, immigration restrictions, and industrial policy—would be entirely familiar to a 20th-century communist planning commissar.

Consider Trump’s trade war with China, complete with state subsidies for farmers hurt by retaliatory tariffs. Or examine European populist parties’ calls for ‘economic patriotism’ that prioritises national over international capital. These policies represent state intervention in markets on a scale that would have made even moderate social democrats uncomfortable a generation ago.

The dialectical method in practice

The far-right has also adopted something resembling Marx’s dialectical method—the idea that social change emerges from the conflict between opposing forces. Where Marx saw history as driven by class struggle, today’s populists frame politics as an eternal battle between authentic ‘peoples’ and corrupt ‘elites’.

This framework explains the far-right’s curious relationship with capitalism. Unlike traditional conservatives who championed business interests, populist movements routinely attack ‘globalist’ corporations, tech monopolies, and financial institutions. They distinguish between ‘productive’ national capital and ‘parasitic’ international finance in ways that echo classical Marxist analysis of the contradictions within capitalism.

The language matters less than the underlying logic. When Marine Le Pen attacks ‘savage globalisation’ or when Tucker Carlson denounces the ‘ruling class’, they’re employing analytical categories derived from left-wing critiques of capitalism, not conservative defences of free markets.

Cultural revolution, right-wing style

Perhaps most telling is how the far-right has embraced what Marxists called the long march through the institutions. Antonio Gramsci, the Italian communist theorist, argued that lasting political change required cultural hegemony—controlling the narratives and assumptions that shape how people understand the world.

Today’s far-right has adopted this strategy wholesale. From Steve Bannon’s calls to “flood the zone with shit” to the systematic creation of alternative media ecosystems, populist movements understand that political power flows from cultural influence. The use of social media to spread conspiracy theories and reframe political debates represents a textbook application of Gramscian tactics.

The irony deepens when considering that the far-right’s supposed enemies—liberal academics and progressive activists—operate largely within existing institutional frameworks. It’s the populist right that seeks to overthrow established norms, delegitimise traditional authority structures, and replace them with movements claiming to represent ‘the people’ against corrupt elites.

The real neo-Marxist threat

This isn’t to suggest a moral equivalence between far-right populism and historical Marxism. The content of their ideologies differs dramatically, even if the structures are similar. Where Marxism largely promoted internationalism, populist nationalism embraces xenophobia and hierarchy.

But the analytical parallel matters because it reveals something important about contemporary politics. The real threat to liberal democratic institutions comes not from progressive professors teaching critical theory but from movements that have adopted Marxism’s apocalyptic political vision whilst rejecting its internationalist aspirations.

The far-right’s success stems partly from its willingness to abandon conservative orthodoxies that no longer serve their political needs. Free-market fundamentalism, international cooperation, and institutional restraint—the pillars of post-war conservatism—have given way to economic nationalism, cultural warfare, and strongman politics that Marx would recognise as revolutionary tactics.

Beyond the looking glass

Understanding this role reversal is crucial for defending democratic institutions. Conspiracy theories about cultural Marxism function primarily to deflect attention from the far-right’s own radical agenda. By projecting their revolutionary intentions onto their opponents, populist movements obscure their own break with liberal democratic norms.

The remedy isn’t to abandon progressive politics or embrace the far-right’s framing. Rather, it requires recognising that the gravest threat to democratic stability comes from movements that have learned to weaponise Marxist analytical tools.

In a looking-glass world, the real neo-Marxists aren’t the professors and activists whom populists attack. They’re the populists themselves—movements that have absorbed Marx’s insights about power and social change whilst directing them toward deeply reactionary ends. That may be the most dangerous irony of all.

The far-right’s projection of ‘neo-Marxism’ onto their opponents serves to obscure a more uncomfortable truth: in their analytical framework, policy prescriptions, and revolutionary tactics, they’ve become the closest thing to a genuine Marxist movement in contemporary Western politics.

They’ve simply replaced class with culture, internationalism with nationalism, and egalitarianism with hierarchy. But the underlying structure—the division of society into oppressed peoples and parasitic elites, the call for revolutionary change, the willingness to subordinate markets to politics—remains unmistakably Marxist in origin.

Perhaps it’s time to call them what they really are: the far-right’s own neo-Marxists.

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.