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Economy in focus: Turkmenistan

Assessing Ashgabat's economic health is almost impossible

July 31, 2024

6 min read

July 31, 2024

6 min read

Turkmenistan, a Central Asian nation rich in natural resources, particularly natural gas, presents a paradoxical economic landscape.

While official reports often depict robust growth, the country’s lack of economic freedom and transparency casts doubt on these figures, warranting a cautious interpretation.

According to the Turkmen government, the country’s economy has been experiencing steady growth over the past few years. The State Statistics Committee reported a GDP growth rate of approximately 6.3 per cent in 2023, which it forecasts to increase to 6.5 per cent in 2024 before a slight moderation in 2025.

This growth is primarily driven by the country’s vast natural gas reserves, which account for around 70 per cent of its total exports. Turkmenistan boasts the fourth-largest natural gas reserves globally, and its strategic location facilitates energy exports to major markets, including China, Russia, and Iran.

Around half of Turkmenistan’s gas exports (which totalled some 80 billion cubic metres in 2022) currently go to China.

Infrastructure projects, such as the development of the TAPI (Turkmenistan-Afghanistan-Pakistan-India) pipeline, further bolster the economic outlook. These projects aim to diversify export routes and reduce dependency on a single market, enhancing economic resilience.

It is expected that once it reaches full capacity, the TAPI gas pipeline will annually transport 33 billion cubic metres of natural gas along an 1,800-kilometre route from Turkmen Galkynysh, the second largest gas field in the world, to the Indian city of Fazilka, located near the border of India with Pakistan. However, while construction of TAPI first began in 2015, it has been stalled for years.

A more likely source of exports is the Caspian Sea. Just this week, Turkey’s Minister of Energy and Natural Resources, Alparslan Bayraktar, travelled to Ashgabat to discuss the purchase of Turkmen gas.

Including Turkmenistan in the Southern Gas Corridor through the Caspian Sea could allow Turkmenistan to transport natural gas to Turkey via TANAP, which connects the giant Shah Deniz gas field in Azerbaijan to Europe through the South Caucasus Pipeline and the Trans Adriatic Pipeline.

Last week, meanwhile, Turkmenistan, Azerbaijan, Georgia, and Romania announced plans to sign a quadrilateral intergovernmental agreement later in 2024 to establish an international transport route from the Caspian Sea to the Black Sea.

A lack of economic freedom

To fully capitalise on these new links, however, Turkmenistan must embrace significant reforms. The country’s tightly controlled political environment and restrictive economic policies have historically deterred foreign investment and stifled entrepreneurial activity.

Turkmenistan remains one of the most closed economies in the world. According to the Heritage Foundation’s 2024 Index of Economic Freedom, the country ranks 176th out of 177 countries, placing just above North Korea. The country’s economic freedom score is a mere 22.9 out of 100, reflecting severe constraints on various aspects of economic life.

The government maintains strict control over key industries, including energy, agriculture, and telecommunications. Private enterprise is limited, and foreign investment is subject to rigorous state oversight. This environment stifles innovation and competition, hindering the potential for sustainable economic growth.

The latest edition of the Bertelsmann Transformation Index (BTI), a measure of the development status and governance of political and economic transformation processes in developing and transition countries around the world, states that, “The foundations for fair competition in a market economy do not exist in Turkmenistan.”

Indeed, the economic system is characterised by central administration, a planned and command economy, an almost exclusively state-run banking system and widespread corruption.

While within the sector of small and medium-sized private enterprises, including individual entrepreneurs (tradesmen), there are some elements of economic competition, “even these economic entities can only develop within the framework of the Union of Industrialists and Entrepreneurs, which the state directs and controls”, the BTI report says.

Reliability of official data

A critical issue in assessing Turkmenistan’s economic health is the reliability of official statistics. Independent verification of economic data is nearly impossible due to the lack of transparency and restricted access for international observers.

The International Monetary Fund (IMF) and the World Bank have raised concerns about the accuracy of the reported figures, urging caution.

“Growth rates, like all other macroeconomic data (national and international), should be regarded with caution,” says the BTI report. “They tend to be overstated due to nontransparent survey methods and understated inflation. Additionally, the significant disparities between the official exchange rate and the parallel rate make an objective assessment impossible.”

Reports from expatriates and non-governmental organisations suggest that the actual economic conditions might be far less favourable than what official reports indicate.

Issues such as widespread poverty, unemployment, and food shortages are often downplayed or omitted in government communications.

The cotton sector, another key export, is beset with issues, not the least of which is forced labour. Cotton Campaign, which monitors the cotton sector in Turkmenistan, says that the government maintains complete control over the cotton production system, which is predicated on the coercion and exploitation of tens of thousands of tenant farmers, public sector employees, and others to produce and harvest cotton for the benefit of corrupt elites.

“Every year during the harvest, which takes place between August and December, the Turkmen government forces tens of thousands of public sector workers, including employees of schools and hospitals, to pick cotton or pay for replacement pickers under threat of penalty, such as loss of employment,” Cotton Campaign claims.

In its latest report, however, published in May, it did note that independent monitoring of the 2023 cotton harvest found that the Turkmen government took some steps to reduce forced labor in the annual harvest.

The report, Forced Labor in Turkmenistan Cotton: Critical Moment to Increase Pressure for Change, shows that several weeks into the 2023 harvest, public authorities stopped mobilising teachers and doctors or extorting them to pay for replacement pickers, although it continued to subject all other groups of state employees to forced labour.

Navigating the economic narrative

For businesses and investors considering engagement with Turkmenistan, a cautious approach is essential.

The apparent economic growth, driven by natural gas exports, presents opportunities but also significant risks due to the opaque regulatory environment and the potential for sudden policy shifts.

Diversifying investments and seeking partnerships with more transparent and stable regions might mitigate some of the risks associated with Turkmenistan. Additionally, stakeholders – especially in key industries such as gas production and cotton – should advocate for greater transparency and economic reforms to create a more conducive environment for sustainable growth.

Turkmenistan’s economy is characterised by a stark contrast between official growth figures and the underlying realities shaped by limited economic freedom and transparency.

While the government reports impressive GDP growth, the lack of reliable data and the heavily controlled economic landscape necessitate a cautious and critical perspective.

Understanding this complexity is crucial for any entity considering engagement with Turkmenistan, as the true economic conditions may diverge significantly from the official narrative.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst 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.