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Power and protest in Yerevan

Movements like Holy Struggle highlight the Armenian public’s deep frustration

January 2, 2025

6 min read

January 2, 2025

6 min read

Armenia’s political trajectory since its independence in 1991 is a story of unfulfilled promises, systemic dysfunction, and cyclical crises.

Despite moments of optimism, such as the Velvet Revolution of 2018, the nation remains trapped in a cycle where charismatic leaders rise on waves of public discontent, only to face the same systemic constraints that have plagued their predecessors.

Corruption, centralised power, and weak institutions have left the country struggling to establish a stable and equitable political system.

A pivotal moment in Armenia’s post-independence history came in 1999, with the assassinations of Prime Minister Vazgen Sargsyan and Parliament Speaker Karen Demirchyan. These events marked a dramatic consolidation of presidential power under Robert Kocharyan, whose tenure was characterised by widespread human rights abuses, including police violence, media suppression, and systemic corruption.

These authoritarian practices persisted under Serzh Sargsyan, who further entrenched his power through constitutional reforms. His administration ultimately collapsed under the weight of public protests during the 2018 Velvet Revolution. This revolution, which promised a new era of democracy, brought Nikol Pashinyan to power on a wave of optimism and calls for reform.

The struggle to deliver long-term change

However, Pashinyan’s tenure has highlighted a recurring pattern in Armenian politics: the rise of charismatic leaders who galvanise public discontent but struggle to deliver long-term change.

Pashinyan’s government has faced criticism for consolidating power and failing to address systemic issues. The 2020 Nagorno-Karabakh war further destabilised the country, triggering public outrage over territorial losses and a deepening humanitarian crisis.

This combination of unfulfilled promises and political fragility has reinforced a cycle of resistance, leadership change, and institutional weakness that continues to define Armenia’s political landscape.

Amid this turbulent backdrop, Archbishop Bagrat Galstanyan has emerged as a surprising figure leading Armenia’s largest protest since the Velvet Revolution. The Holy Struggle movement, which he spearheads, arose in response to Pashinyan’s controversial decision to cede parts of Tavush province to Azerbaijan.

Galstanyan’s slogan, ‘Armenian, Armenia, Homeland, God’, resonated deeply with a population disillusioned by territorial concessions and dissatisfaction with political leadership. His movement has drawn tens of thousands of supporters, united by a shared sense of loss and betrayal.

A moral crusade

What sets Galstanyan apart is his non-political identity and ability to leverage the collective memory of Armenia’s historical traumas. As a cleric with significant social influence, he frames his movement as a moral crusade rooted in national identity and historical suffering, including the Armenian genocide and the Nagorno-Karabakh conflict.

This dual appeal, combining religious authority and nationalistic rhetoric, has allowed him to mobilise support across a wide spectrum of Armenian society.

However, the movement faces significant challenges. Critics argue that Galstanyan’s efforts lack a concrete plan, limiting their potential to enact meaningful change. For example, his ultimatum for Pashinyan’s resignation, issued at a mass rally, passed without impact, exposing the movement’s strategic weaknesses.

Analysts suggest that while Galstanyan has succeeded in channeling public anger, his ad hoc approach undermines his ability to replicate the success of previous movements, such as Pashinyan’s rise during the Velvet Revolution.

Repression in place of dialogue

The government’s response to the Holy Struggle has been consistent with Armenia’s history of repressing dissent. Police crackdowns, mass arrests, and allegations of excessive force have underscored the systemic challenges facing opposition movements.

Reports of police brutality, including attacks on opposition lawmakers, highlight the persistence of state practices that undermine trust in institutions. These actions reflect a broader pattern in Armenia, where public mobilisation is often met with repression rather than dialogue.

Despite these obstacles, the Holy Struggle movement stands out for its reliance on collective memory and its strategic use of religion and politics. Galstanyan’s ability to invoke the cultural and historical significance of the Armenian Apostolic Church amplifies his movement’s emotional appeal.

However, this reliance on a singular narrative of national identity and righteousness also limits the movement’s inclusivity. While the blending of religion and politics has mobilised broad support, it risks alienating segments of the population who view religion as a personal matter or prefer a more secular approach to governance.

Armenia’s history of charismatic leadership further complicates the potential for sustained reform. Galstanyan’s rise illustrates this dynamic. As both a religious and political figure, he embodies the intersection of moral authority and populist appeal. The central role of the Armenian Apostolic Church in shaping national identity enables him to present his movement as a moral imperative.

Yet, this reliance on charisma and collective memory underscores the fragility of a political culture that prioritises individual leadership over institutional resilience. Without a robust framework to translate public mobilisation into systemic reform, such movements risk faltering once their leaders’ influence wanes.

The need for systemic reform

To break this cycle of leadership and resistance, Armenia must prioritise comprehensive systemic reforms. Strengthening democratic institutions, ensuring judicial independence, and decentralising governance are critical steps toward fostering accountability and participatory governance. Civil society must play a more active role in shaping political culture, moving beyond its traditional watchdog function to promote inclusivity and resilience. Addressing corruption and fostering political pluralism are also essential for rebuilding trust in government institutions.

Comparative cases such as Ukraine’s Orange Revolution (2004) and the Euromaidan movement (2013–14) further illustrate the challenges faced by movements seeking systemic change.

In both instances, public mobilisation succeeded in toppling entrenched regimes but encountered difficulties in translating mass protests into enduring democratic reforms. Like Armenia, Ukraine grappled with issues of corruption, oligarchic influence, and weak institutions that limited the long-term impact of these movements.

Similarly, the Arab Spring uprisings showcased the potential and pitfalls of movements fueled by collective grievances. In countries like Egypt, charismatic leaders and mass mobilisation briefly disrupted authoritarian regimes but ultimately failed to establish democratic resilience, leading to a resurgence of authoritarianism. These cases underscore the importance of institutionalising reforms to prevent a relapse into authoritarian practices.

Ultimately, Armenia’s path forward depends on its ability to move beyond personality-driven politics and establish a stable, equitable political system. Movements like the Holy Struggle highlight the public’s deep frustration with the status quo but also underscore the limitations of relying on charismatic leaders to drive change.

By focusing on institutionalising reforms and addressing the root causes of its political vulnerabilities, Armenia can break free from its historical cycles of unrest and disillusionment, paving the way for a more sustainable and democratic future.

Photo by Georgi Danielyan on Unsplash.

Aram Terzyan

Aram Terzyan

Aram Terzyan, PhD, is research director of the Los Angeles-based Centre for East European and Russian Studies.

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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.