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Russian President Vladimir Putin has offered a vision for ending his war: control of four Ukrainian regions

June 15, 2024

6 min read

June 15, 2024

6 min read

On June 14, Russian leader Vladimir Putin publicly outlined his own peace plan to end his invasion of Ukraine in what he describes as “realistic” terms, as opposed to Ukrainian dreams of restoring its 1991 borders.

The statement was made in Moscow at the Russian foreign ministry, right on the eve of the Ukrainian peace summit this weekend in Switzerland, a country known for its long-term historical neutrality, while also an example of a proper European democracy.

In substance, Putin wants Ukraine to withdraw all of its troops from the Donetsk, Luhansk, Kherson and Zaporizhzhia regions. He didn’t mention Crimea, which means he won’t be even discussing giving it back in Ukraine, whatever the final deal might look like—if a deal is made at all. On the presence of Russian troops in Kharkiv and Sumy regions, Putin again said nothing.

In return, Russia would immediately halt combat operations, while also guaranteeing the safe withdrawal of Ukrainian forces from the occupied regions. Putin says this is not a ceasefire, but the end of the war per se.

No deal on Putin’s terms

What we in fact see here is Putin being crystal clear about what he wants and by offering such clear terms he is seeking global support. He’s trying to show that Ukrainian diplomacy has failed to present a realistic vision for ending the war, while Russian diplomacy does directly that.

Indeed, Ukrainian President Volodymyr Zelensky does not plan to offer a realistic peace treaty in Switzerland—he merely wants to show that Kyiv needs support for further potential counter-offensive operations in 2024-25. Dozens of times Zelensky has implied that he isn’t seeking peace on conditions that will be acceptable to Putin and that he doesn’t see any opportunity to make a deal with Putin.

Public opinion in Ukraine on these issues is complicated. If you go public with statements such as, “Ukraine should cede territories to get peace”, then you might be accused of violating Ukrainian constitution, which is a criminal offence, and could, if backed by a court, lead to a prison sentence. That’s why nobody says this publicly, but privately people do talk about such ideas.

“I don’t care about war anymore, just give those territories to Putin and let him die digesting them”. This is what, most likely, an ordinary Joe would tell you on the streets of Kyiv. But ordinary Joe isn’t the president of Ukraine, neither he is a top general or a soldier at all. Ordinary Joe can’t even vote right now, because elections are on hold until the end of war, so his opinion doesn’t have a stake in the political process in Ukraine anymore.

Ukraine has turned off many of the democratic procedures during war, allowing President Zelensky to enjoy as much power as he needs—the assumption being that doing so will somehow end up with Ukraine winning the war, sooner or later. So it doesn’t really matter what ordinary Joe thinks—it only matters what Zelensky thinks. That’s why it’s so important who Zelensky’s aides and advisors are, and what motivations they have.

Lessons from history

There are two important historical examples which allow us to think in an original way about what’s really happening and why war diplomacy is so crazily complicated, with no potential deal in sight, despite the multiple daily tragedies that the war brings.

The first example would be the war between the Soviet Union and Finland from 1939-40—for some time seen as a scenario which could be applied to today’s Ukraine-Russia war.

Then, after months of successful fighting, Finnish leader Carl Gustaf Mannerheim had to cede parts of Finland’s territory to the Soviet Union, after evacuating the civilian population to other parts of Finland. Helsinki did not enjoy as much international support as Ukraine does now, so this outcome—preserving the country by losing up to 10 per cent of its territory—is largely seen by historians as a Finnish success.

There are many people across the globe who believe that the ‘Finnish option’ could be a model for resolving Ukraine-Russia war. We may think differently, but the philosophy of history teaches us that you can’t ignore forever what people realistically think.

The second example is the so-called Brest peace treaty, signed in February 1918, which allowed Ukraine to enjoy a year of full political independence, right after the Russians tried to occupy our country after the beginning of the communist revolution.

Then, Ukraine made a deal with Germany and Austria-Hungary, whose armies were fighting in World War I. Ukraine pledged to send food supplies to the struggling empires in exchange for their armies helping Ukraine push Russian troops out of the country.

While nominally independent, the Ukrainian government in 1918 couldn’t do much without agreeing each step with German generals, ministers or even directly with German Emperor Wilhelm II in Berlin. The German and Austrian armies were much better fighters than the Russian army was back then, but it’s hard to imagine a deal of this type today. Most of the countries from a global pro-Ukrainian coalition do not support the idea of military intervention in Ukraine to guarantee our country’s freedom and territorial integrity.

And there’s another important argument. While in Brest, the Russian delegation was led by Leon Trotsky—one of the communist leaders tasked with forging the Soviet Union’s military and foreign policy. It was close to impossible to make any deal with him, insisting as he did that Ukraine is a part of Russia and that the topic was not up for discussion.

However, Trotsky was much more agreeable in private conversations, explaining Russian logic to diplomats from Germany, Austria and Ukraine. The same is possibly true today: Russians rarely say publicly what they really think, preferring behind-the-scenes deals that never make the press.

The fighting will go on

Ukrainian President Volodymyr Zelensky wants to keep fighting instead of accepting Vladimir Putin’s peace plan. Zelensky intends to recover all of the occupied Ukrainian territories, and he believes it’s realistic to keep fighting the war until these goals are achieved.

Vladimir Putin knows well that his words about ending the war in Ukraine won’t be taken at face value, so he’s likely preparing several different scenarios just in case. To find out what these are, they will need to be officially requested from Putin himself—and he wants just that to happen. But it’s unlikely anybody from the world’s capitals will be officially asking Putin whether he has more scenarios for ending the war.

The fighting will therefore go on, taking more months and more people’s lives, unfortunately. Russia plans to exhaust Ukraine and make our country desperately poor, while also dark and cold. The Ukrainian government believes that victory will come, but many more resources are needed for such an outcome—and much more time, too.

Ivan Verstyuk

Ivan Verstyuk

Ivan Verstyuk is an analyst and journalist based in Kyiv. His book, Changes Outside My Windows, is published by Yakaboo.

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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.