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Elections in Ukraine will not end the war

The myth that the Ukrainian government is illegitimate was created in Moscow

May 8, 2025

8 min read

May 8, 2025

8 min read

Photo: Dreamstime.

Among the many oddities of the new US approach to the Russian-Ukrainian war is the assumption that early elections in Ukraine could be helpful or even decisive in ending the fighting.

In particular, the claim that peace can be achieved with a quick replacement of the Ukrainian leadership—especially President Volodymyr Zelensky—is now being advocated not only in Moscow, but also in Washington. These actors present such a scenario as plausible despite the fact that political change in Ukraine is unlikely in the near future given both the country’s politics and realities on the ground.

It is unrealistic to expect meaningful presidential and parliamentary elections to be held in Ukraine during wartime or even shortly after any cease-fire. Not only does Ukrainian legislation, just like that of many other countries, ban elections during periods of martial law. The full-scale Russian invasion that has been ongoing since 2022 makes nationwide voting logistically and security-wise impossible.

Moreover, elections will require a longer period of preparation after fighting has ended. The war has had such a devastating impact on Ukrainian society and infrastructure that there is now a consensus in the country that a new law for postwar elections must be passed and implemented to take account of the new circumstances. Preparing elections after the war would take at least half a year and could take up to a year. None of this is unusual in a post-conflict scenario.

Orderly elections are impossible

The latest calls for political renewal in Ukraine are therefore premature and naive at best—and manipulative and subversive at worst. Russia’s hold over large parts of eastern and southern Ukraine, the continued fighting, and ongoing Russian airstrikes across the entire country have made it impossible to hold orderly elections.

A public appeal by Ukrainian civil society groups—organised by Opora, the country’s leading election-monitoring group—stated on February 20: “The unstable security situation; the risk of shelling, terrorist attacks, and sabotage; as well as the large-scale mining of areas, pose significant obstacles at all stages of the electoral process.”

Moscow’s official rationale for its demand for Ukrainian elections is an alleged concern for the legitimacy of the Ukrainian leadership. That is a strange claim, considering that Ukraine’s elections are widely recognised by international observers as free while Russia’s are not. Russia’s goal is not to protect popular rule in Ukraine, but rather to use the country’s increased vulnerability during a national election campaign and voting procedure for state subversion.

The motive behind the Russian campaign for early national elections in Ukraine is not a stable peace between the two countries, but the domestic destabilisation and subsequent vassalisation of Ukraine.

Moscow’s hidden motives

Some commentators may be unaware of, or dismiss as unimportant, the hidden motives behind Moscow’s supposed interest in Ukrainian democracy.

However, the subversiveness of Moscow’s demand for elections should not be underestimated. One indication that state disruption—not an orderly transition of power—is the goal behind Russia’s professed concern for democratic legitimacy in Ukraine is that, as Moscow knows, even successfully conducted elections would likely do little to change Ukraine’s foreign policy.

A hypothetical change of leadership in Ukraine in the near future, including a new president, will not lead to substantial Russian-Ukrainian rapprochement, contrary to the opinion of some external observers.

Most polling data, as well as the larger political landscape since the start of Russia’s full-scale invasion in 2022, suggest another presidential election victory for Zelensky.

To be sure, it is unlikely that he will repeat his landslide of 2019, when he won nearly 75 per cent of the vote in the second round of the presidential election. Zelensky’s poll numbers have fluctuated over the past three years, and the outcome of any election is therefore difficult to predict. In 2024, the popularity of General Valery Zaluzhny, the former commander in chief of the Ukrainian Armed Forces who is now the Ukrainian ambassador to the United Kingdom, overtook that of Zelensky in several polls.

Zaluzhny—whom Zelensky promoted to command the military in 2021—would be a potent political competitor in a presidential election. So far, however, Zaluzhny has neither indicated presidential ambitions nor engaged in any party-building or other preparations for entering politics and running a campaign. After his posting to London in 2024, he has become less present in Ukrainian public life, although popular support for him is still higher than for any other hypothetical rival to Zelensky.

Zelensky continues to poll far ahead of all active Ukrainian politicians in various political parties. His closest rival with official political ambitions is former President Petro Poroshenko, who suffered a spectacular defeat to Zelensky in 2019. Poroshenko currently receives less than half of Zelensky’s support in opinion polls. As long as Zaluzhny does not enter party and electoral politics, Zelensky remains the absolute favourite in the next presidential election.

An Zelensky defeat would change nothing

Even if a serious rival were to emerge and win, it would not change the basic outline of the war. The main political opposition to and criticism of Zelensky and his Servant of the People party comes from the nationalist centre-right and nationally oriented civil society.

There remain only a few notable actors in Ukraine who might push for a rapprochement with Russia, and they have a residual audience. Since 2022, they have either lost much of their appeal with voters—as in the case of Yuriy Boyko and Dmytro Razumkov—or left or were deported from the country, as the openly pro-Kremlin Viktor Medvedchuk and the former media magnate Yevhen Murayev did.

Today, none of them can be considered a serious contender for the Ukrainian presidency.

Zelensky, notwithstanding his Jewish family background, is frequently labeled a ‘Nazi’ by Moscow. Among those in the West pushing for an accommodation with Russia, many see him as a ‘hawk’. Most Ukrainians, however, have perceived him as a relatively moderate, dovish politician since the start of his political career.

Since coming to power in 2019, Zelensky and his team have often been criticised in Ukraine for being overly optimistic, soft, and indecisive on Russia. Zaluzhny’s high popularity in polls is partly based on the hope that the general would be more decisive and effective against Russia.

Kyiv’s stance could harden, not soften

Ukrainian political observers widely expect veterans to play an important role in the country’s postwar politics. Current and former military personnel with front-line or command experience are now seen by many Ukrainians not only as well suited to protect their country from the Russian threat, but also as less corrupt, more patriotic, and better qualified for leadership positions than traditional politicians.

None of this portends the election of a leadership eager to accommodate Russia, let alone bend to its will.

In future elections, men and women with military backgrounds will likely increase their presence in the government, national parliament, regional administrations, and local councils; they might run on the tickets of existing parties, as independent candidates, or as part of new political groups with a military profile.

We’re very likely to see a massive entry of former soldiers into Ukrainian politics, which will harden rather than soften Kyiv’s stance toward Moscow.

Misjudgment in Washington

Recent unofficial US contacts with Poroshenko and former Prime Minister Yulia Tymoshenko, clearly meant as outreach to possible successors to Zelensky, indicate a threefold misjudgment in Washington.

First, most observers familiar with Ukrainian politics would dismiss a future Tymoshenko or Poroshenko presidency as unrealistic. Although they are still present in public life and hold seats in parliament, to Ukrainians, they represent a bygone era and symbolise the problematic past of early post-Soviet Ukraine.

Their parties—Poroshenko’s European Solidarity and Tymoshenko’s Fatherland—will probably continue to have seats in the next parliament, but the two veteran politicians have little chance of gaining power again.

Second, both Poroshenko and Tymoshenko have made it clear to their U.S. counterparts that they are opposed to early elections. Instead, they share the widespread Ukrainian rejection of conducting campaigns and elections during wartime. The two politicians would likely be just as skeptical about holding elections too soon after the lifting of martial law, without a longer period of preparation for a proper and secure electoral process.

Third, the political consequences of a hypothetical presidency of Tymoshenko, Poroshenko, or any other conceivable presidential candidate are overestimated in Washington. The change would do little to change Ukraine’s foreign-policy orientation in general and its attitude toward Russia in particular. If anything, Tymoshenko’s and Poroshenko’s parties are more nationalist than Zelensky’s. Both politicians have distinguished themselves in the past by making bellicose statements against Russia and Russian President Vladimir Putin.

Myths made in Moscow

There is an obvious discrepancy between calls for elections in Ukraine and their negligible or more likely negative impact on Kyiv’s willingness to make concessions.

This contradiction is linked to the fact that the call for elections in Ukraine, allegedly intended to help end the Russia-Ukraine war, originated in the Kremlin and serves destructive purposes. Neither the wartime suspension of Ukrainian presidential and parliamentary elections—as required by the country’s pre-war legislation—nor Zelensky himself are responsible for the lack of progress in negotiations between the United States, Ukraine, and Russia.

The double myth that the current Ukrainian government is illegitimate and that fast elections are necessary to end the fighting was created in Moscow.

Having to improvise elections in a war-torn country would allow the Kremlin to unleash its full political warfare machine, including disinformation, cyberattacks, intimidation, sabotage, and corruption. Adopting Russia’s call for elections would be a serious mistake for other international actors involved.

Photo: Dreamstime.

Andreas Umland

Andreas Umland

Andreas Umland is an analyst at Stockholm Centre for Eastern European Studies (SCEEUS).

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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.