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Economy in focus: Kyrgyzstan

The solid growth of recent years continues, but Kyrgyzstan is still playing economic catch up with most of its neighbours

December 30, 2024

8 min read

December 30, 2024

8 min read

Photo by Abai K on Unsplash.

Landlocked and often overshadowed by its more populous and economically powerful neighbours, Kyrgyzstan has long struggled to carve out a niche for itself.

Yet the country’s economic trajectory today reflects not just its Soviet past or its current reliance on a single major gold mine and abundant remittances, but also new regional integration efforts, evolving foreign investment climates, and a youthful domestic population eager for upward mobility.

Recent data suggest that Kyrgyzstan’s economy is showing a degree of resilience; indeed, robust dynamism. Growth has been impressive: an average of around seven per cent for the past few years, with real GDP expanding by 8.1 per cent in the first half of 2024—the highest level of any country in emerging Europe and Central Asia.

This growth is being driven by consumption, exports, and investment. On the production side meanwhile, growth has been supported by construction and services.

Nevertheless, the Kyrgyz economy remains small, with a GDP hovering near the 14 billion US dollars mark, and per capita GDP is still below 2,000 US dollars per year.

Yet these raw figures do not fully capture the country’s complexity. Kyrgyzstan’s membership in the Eurasian Economic Union (EAEU) has deepened its commercial ties with Russia, Kazakhstan, and other regional states. Money sent home by Kyrgyz workers abroad—particularly in Russia—still accounts for nearly a third of GDP, among the highest remittance-dependencies in the world.

These steady inflows have underpinned household spending and helped to sustain local businesses despite global headwinds.

The role of mining

To be sure, Kyrgyzstan’s growth is not derived from a broad base. A major source of foreign exchange is a single gold mine, Kumtor, which has long been the crown jewel of the economy.

Its output can dramatically influence official growth figures. When gold prices are strong, Kyrgyzstan’s exports and tax revenues improve; when they dip, the country’s weaknesses—structural unemployment, poor infrastructure, limited diversification—come into sharper focus.

The reliance on gold is both a blessing and a curse. While the metal’s extraction props up the national balance sheet, it also distracts from the slow grind of building competitive, value-added sectors. Worse, it has been at the center of fierce political controversies, including disputes with foreign investors who once managed the mine. A recent political spat over mining assets—culminating in the state’s expropriation of the Kumtor mine from Canada’s Centerra Gold in 2021—has set a cautionary tone for newcomers who might consider placing their capital in Kyrgyzstan.

Other sectors

Mining aside, the country’s economic landscape is dominated by agriculture and services. Agriculture, though contributing a declining share of GDP, remains a large employer, with small-scale farmers producing fruits, vegetables, and dairy.

But productivity lags behind potential, hamstrung by outdated irrigation, fragmented land holdings, and limited access to modern inputs.

Services, in contrast, have grown more dynamic, bolstered by cross-border trade and the informal sector’s nimbleness. In the capital, Bishkek, small retail outlets, restaurants, and entrepreneurial start-ups are springing up, but scaling beyond the city’s confines is tough.

Meanwhile, the energy sector, with Kyrgyzstan’s considerable hydropower resources, holds latent promise. Hydroelectric plants supply electricity to domestic consumers and, increasingly, to neighboring countries. Yet here, too, the legacy of poor management, underinvestment in transmission lines, and frequent power outages undercuts the country’s ambitions to become a reliable regional energy hub.

Tourism

A brighter note is the potential for tourism. The country’s picture postcard scenery—crystal-clear alpine lakes, soaring mountain ranges, and ancient Silk Road caravansaries—has long drawn adventurous travelers.

More recently, as Central Asia opens up, the government and private sector are eyeing a future in which Kyrgyzstan can offer not just nature-based getaways for backpackers but also cultural tours for regional holidaymakers and adventure tourism for high-spending visitors from further afield.

There are bottlenecks, however: the tourism infrastructure is rudimentary, with patchy transport links, limited English-language services, and insufficient mid-range accommodation. Developing these offerings will take time, strategic investment, and a more sophisticated marketing effort.

Democratic but turbulent

On the political stage, Kyrgyzstan’s path since independence in 1991 has been punctuated by revolution, constitutional tinkering, and recurring bouts of political volatility. The relatively pluralistic politics, at least compared to the neighbours, has allowed for civil society to voice discontent and for opposition figures to push back against entrenched interests.

But it has also led to unstable policymaking and regular bouts of violence. Governments come and go, and economic policies are often adjusted or reversed, introducing an unwelcome element of unpredictability for foreign investors.

Presidential and parliamentary power struggles, shifting constitutional models, and differing approaches toward Russia, China, and the West have all impacted the economic arena.

Earlier this month, the head of the government in Kyrgyzstan, Akylbek Japarov, was dismissed by the president, Sadyr Japarov, amid an ongoing fraud scandal involving the country’s tax service. Japarov’s firing came as something of a surprise, as he was viewed as a generally steady and capable administrator since taking up his post in 2020.

He has been replaced by Adylbek Kasymaliyev. Kasymaliyev served as deputy Chief of Staff in the presidential administration from 2021 before being appointed first deputy head of the Cabinet in June 2022.

Overall, while the political mood is currently more stable than in previous upheavals—Japarov’s administration seems determined to consolidate its authority—the memory of past instability lingers in the minds of potential investors.

Challenges for investors

Foreign investors and multinational firms considering Kyrgyzstan face multiple challenges. Beyond the obvious structural issues—small market size, difficult geography, and limited institutional capacity—there are more subtle deterrents.

Chief among them is the fragile rule of law. Investors complain of erratic enforcement of contracts, opaque legal procedures, and occasional official meddling in commercial disputes.

The controversies over the Kumtor mine are emblematic. After years of wrangling over environmental compliance, taxes, and alleged corruption, the government assumed full control of the mine in 2021. While nationalists celebrated this ‘victory’ over foreign corporate interests, it rattled investor confidence. Even though, in 2022, a settlement finally ended the feud with Centerra, the damage to Kyrgyzstan’s reputation as a stable investment destination had already been done.

Another complication is the extent of state intervention in the economy. The Kyrgyz state lacks the deep coffers to fund grandiose industrial policies, but it has not fully embraced a laissez-faire approach either. Officials often talk up economic liberalism and the importance of small and medium enterprises, yet foreign businesspeople frequently report navigating a patchwork of licenses, permits, and informal fees.

Cronyism and corruption remain real concerns, leading some investors to think twice about entering the market at all. According to Transparency International’s Corruption Perceptions Index, Kyrgyzstan lags behind many of its neighbours, fueling scepticism about long-term profitability and legal certainty.

Geopolitics

Then there is the matter of geopolitical balancing. Kyrgyzstan must manage its relationship with Russia carefully, given how heavily it depends on Russian trade, security cooperation, and opportunities for migrant labourers.

Russia’s war in Ukraine, which triggered unprecedented Western sanctions on Moscow, forced Kyrgyzstan to walk a diplomatic tightrope. The country did not sever ties with Russia, and indeed has seen an unexpected economic uptick from the arrival of Russian IT workers and other professionals seeking to avoid the draft or business disruptions at home.

In the short run, this influx of migrants has boosted consumption and entrepreneurship, with Russians launching new firms and investing in local real estate. Yet the long-term implications are less clear. If ties with Moscow sour or if the Russian economy continues to struggle, Kyrgyzstan risks losing a key economic patron and a major source of remittances.

Meanwhile, China looms large to the east. Beijing is already an important partner, having financed roads, power lines, and other infrastructure projects that knit Kyrgyzstan more tightly into the Belt and Road Initiative.

Chinese loans have helped modernise some aspects of the Kyrgyz economy but have also raised concerns about debt dependence and sovereignty. Local protests have sometimes targeted Chinese companies accused of exploiting resources or disregarding local labour interests. Kyrgyz authorities must ensure that cooperation with China yields tangible benefits for local communities, not just for elites or foreign contractors.

The potential is there

As a result, Kyrgyzstan’s future growth prospects depend on adept navigation of these geopolitical crosscurrents and the skillful diversification of its economic base.

What might help is a more coherent effort to reform domestic institutions. Ensuring greater judicial independence, clarifying property rights, and creating a more transparent regulatory environment would go a long way toward reassuring jittery investors.

Improving the educational system and providing vocational training could help move the country up the value chain, reducing reliance on low-skill labour exports and strengthening small industries capable of exporting regionally.

Government schemes to modernise agriculture—such as introducing drip irrigation, consolidating smallholdings, and establishing farmer cooperatives—could unlock more stable revenues and improve food security.

Attracting foreign direct investment that contributes to long-term productive capacity is another priority. The authorities have promised incentives for firms venturing into manufacturing, information technology, green energy, and tourism-related services.

In principle, Kyrgyzstan’s membership in the EAEU provides a common market of some 180 million consumers—a tempting proposition for companies that can navigate the union’s rules and supply chains. If foreign firms can rely on stable terms and swift dispute resolution, more may be willing to test the waters.

Photo by Abai K on Unsplash.

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.