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Code in the soil

As the climate warms and populations grow, the future of farming lies in silicon and sensors

December 20, 2024

6 min read

December 20, 2024

6 min read

Agriculture was, in 2024, a source of tension in Central and Eastern Europe, particularly linked to Ukraine’s situation; that happened also in Brussels and Western Europe, given the impact of the Mercosur deal and other topics.

But agriculture is more than a means of survival—it’s a source of global debate and conflict, as seen in the contentious EU-Mercosur trade discussions. European Agriculture and Food Commissioner Christophe Hansen recently underscored the immense pressures facing agriculture today: dwindling farms, an aging workforce, economic disparities, and mounting financial and administrative burdens.

These challenges are compounded by geopolitical tensions and climate change. Yet Hansen also pointed to opportunities for a resilient and competitive future, emphasising the urgent need for technological progress.

Innovation, sustainable practices, and equitable value chains can help agriculture thrive while attracting younger generations to the field. To secure the future of food production, agriculture must embrace technology to overcome its structural vulnerabilities and feed a growing world.

Escaping the Malthusian Trap

In so far as economics has a designated villain, it is Thomas Malthus. An otherwise polite cleric who spends the first section of his oft-referenced Essay on The Principle of Population lavishing praise on potential critics, he briefly outlined what for millennia had been a stark reality: food availability leads to population growth, which leads to food scarcity, which limits populations.

Malthus wasn’t being dismal. That simple dynamic stood in effect from the earliest days of civilisation well into the 1700s, when he was writing, and it would have seemed more or less reasonable to extrapolate from such as definite trend: per capita incomes, after all, were more or less the same in 400 BC Greece as they were in 1850 United Kingdom.

Then technology changed everything to the point to which agricultural output has been increasing ever since. That increase hasn’t been a ‘steady march of progress’ but often shifts in enabling technologies of Schumpeterian effect which enabled yields to increase while both employment in agriculture as well as crop land stood relatively constant while human populations, if anything, sky-rocketed.

In perspective, without that technology, we would need about 1.5 billion hectares extra dedicated to agriculture just to have the same yield, not to mention that, globally, as late as 1991 over 40 per cent of the global workforce was employed in agriculture.

In other words, the human population not only escaped the Malthusian Trap, but did so at colossal scale. Even today, when searing images of the malnourished are a daily reminder to say one’s Grace for every meal, every continent is in fact in a 23 per cent calorie surplus: ranging from 46 per cent in North America to 31 per cent Latin America and 17 per cent in Africa.

That being the good news. The bad news is that calories is the absolute minimum when it comes to nourishment, that we need to further increase yields in order to feed an increasing population and that increase will need to happen in the context of both water scarcity as well as changing climates and changing diet. To summarise: we need another technology shift, emphasis on the need.

We can delineate four areas of chronic need, and the most probable technologies required: logistics, water scarcity, changing diets and climate change.

Logistics

Most people will have been slightly surprised about the 17 per cent calorie surplus figure for Africa. But aggregates say little about the situation of individual countries, let alone specific towns.

Indeed, production capacity aggregates can be disastrous in predicting people actually having healthy meals: in the Soviet Union up to 20 metric tonnes were lost due to improper storage despite the widespread shortages of the 1980s.

Against such waste and inefficiency comes data-driven logistics and the connectivity revolution that turned the United States’ agricultural sector into something resembling a high-tech sectorMcKinsey estimates that about 500 billion US dollars could be added in value to global agriculture by matching that through drone surveillance, automation and crop monitoring. The technology is available, scalable and an important first step.

Water scarcity

About 1.6 billion people live in water-scarce conditions and the number is set to double in little more than a decade.

In addition to the depletion of groundwater reservoirs, this is one of the main transmission channels of climate change’s negative effects, impacting everything from urban settlements to water-intensive agriculture such as rice and grains.

Furthermore, it is quite location-specific: while water-consumption is expected to increase only by 33 per cent in Western Europe by 2050 relative to 2004, the same figure stands at 560 per cent in East Asia or 426 per cent in South East Asia.

The bulk of that will come from agricultural usage, with Eastern Asia’s usage expected to jump from about 1,341,460 million metres cubed to about 8,549,132 metres cubedin 2050.

Technology is addressing that in two ways: one is water conservation, in particular in agriculture, and the second is the development of genetically modified crops that could need slightly less water, by, for example, reducing water loss in the rice itself

Changing diets

Some of the pressure on agricultural land comes from changing diets: as people grow richer, people tend to consume more meat, which itself tends to be more taxing on the environment at large.

For example, the average Chinese citizen consumed about six times more meat in 2019 relative to 1978, with rural parts actually experiencing a 35 per cent decrease in grain consumption. Technology is accommodating that with a variety of alternatives to traditionally developed meat, either creating meat—quite naturally—in laboratories or making plants more appealing.

The degrees of success have been mixed but it suffices to say that about 46 per cent of current agricultural production goes into feeding livestock.

Climate change

Looming in the background of all of this is climate change, impacting everything from weather patterns to population distributions and land yields.

Current models have a baseline of an about 17 per cent decrease in wheat yields and 24 per cent for corn yields by 2030, with separate studies indicating that climate change has already decreased global crop yields by 21 per cent overall.

To an extent, that hasn’t been in the news for the simple reason that technology has kept coming to the rescue to keep increasing yields, but better fertilisers don’t match the scope of the poly-crises brought by climate change.

The greater acceptance and deployment of genetically modified crops, in particular CRISPR-led editing—as opposed to engineering—is crucial in keeping current yields and increasing them as they can deliver the next technological shift in agricultural needs.

For the past 300 or so years, technology has systemically allowed human populations to escape the Malthusian Trap and delivered a historical exception.

In order to meet the poly-crises of climate change and water scarcity in the context of rising populations, technology has to be allowed to do so through greater acceptance for genetically modified crops, greater investment in agricultural logistics and accepting that labs are neater than slaughterhouses. 

Radu Magdin

Radu Magdin

Strategic communications analyst, consultant and former prime ministerial advisor in Romania and Moldova.

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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.