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Reform, Tajikistan, reform

Remittances, hydropower schemes, and fields still define Tajikistan’s economy. Reinvention is needed

April 14, 2025

6 min read

April 14, 2025

6 min read

Photo: Dreamstime.

Landlocked and mountainous, Tajikistan’s economy is as rugged as its topography. Freed from Soviet central planning well over three decades ago, the country’s present path is shaped by labour remittances, ambitious hydroelectric schemes, and an agrarian sector that stubbornly resists modernisation.  

The result is a curio that is part legacy, part aspiration, and part geopolitical jigsaw. 

The remittance engine 

No single force drives Tajikistan’s economy more than the remittances of its migrant workforce. More than one-third of GDP stems from the earnings of Tajiks employed abroad, chiefly in Russia.  

These flows (5.7 billion US dollars, equal to 38.4 per cent of GDP in 2023, according to the World Bank) prop up consumption, indirectly fuel domestic investment, and have led to a fall in the percentage of those living below the poverty line (the minimum subsistence threshold), from 32 per cent in 2009 to 12.4 per cent in 2022. 

But such dependence—globally, only in Tonga do remittances account for a higher proportion of GDP—comes at a cost. Changes in Russian labour policy or economic crises such as Covid-19 (when remittances fell sharply) can periodically choke off this critical income.  

Officials in Dushanbe are keenly aware of this fragility, yet progress on building alternative revenue streams is sluggish, despite healthy headline GDP growth (8.4 per cent in 2024). Growth is expected to moderate slightly in 2025, to 7.4 per cent, according to the Asian Development Bank. 

Taming the rivers 

What Tajikistan lacks in hydrocarbons, it makes up for in altitude and fast-moving rivers. Its mountainous geography makes it a natural candidate for hydropower, and the centrepiece of this strategy is the Rogun dam, a major new source of electricity that is being built on the country’s Vakhsh River. 

Still under construction, it promises to meet national energy needs and generate export earnings—as much as 70 per cent of the energy generated is expected to be exported to Kazakhstan and Uzbekistan.  

But such megaprojects are rarely simple. Rogun has already sparked tensions with downstream neighbours concerned about water access. Environmental consequences loom large, and international negotiations will be critical to ensuring the project brings light without heat. 

Sowing change in the fields 

Although 93 per cent of Tajikistan’s land is mountainous, even with such rugged landscapes, the agricultural sector plays a critical role in the country’s economy—more out of necessity than efficiency.  

Cotton remains king. In fact, cotton supports more than half of the rural population in Tajikistan.  

Yet the sector suffers from ageing infrastructure, fragmented landholdings, and climate risks ranging from erratic weather to melting glaciers. Water scarcity is a major concern for farmers and their communities as temperatures regularly exceed 30 degrees Celsius in the summer. More than 90 per cent of agricultural land is irrigated rather than rain-fed. 

Modernisation efforts are under way—the country was the first in Central Asia to join the Better Cotton Initiative, a global NGO helping cotton communities survive and thrive, while protecting and restoring the environment—but results have been tepid. 

Government initiatives to encourage crop diversification and mechanisation signal intent, though implementation remains glacial. 

The reform conundrum 

Reform is in vogue in Dushanbe. Policymakers have made the right noises about streamlining bureaucracy, curbing graft, and coaxing private enterprise out of the shadows, but the results have so far been modest, suggesting simulated rather than real change. 

Systemic challenges endure. Informal networks and the residue of centralised planning still shape commercial life. Reforms, critics argue, will need to be deeper and more comprehensive if the government hopes to wean the economy off remittances and cotton. 

The country remains a de facto dictatorship, led by Emomali Rahmon. In office since 1994, Rahmon is Central Asia’s longest serving president. Reports earlier this year suggested that Rahmon, now in his early 70s, is grooming his eldest son, Rustam Emomali, to succeed him as Tajikistan’s paramount leader. 

According to Human Rights Watch, the Tajik government last year reinforced its crackdown on dissent, jailing public figures, journalists, and bloggers. It also sought the deportation or extradition from other countries of people linked to a banned opposition party.   

Courting capital, avoiding captivity 

Nevertheless, there is some foreign investment, much of it from China, the country’s largest investor. Roads, power stations, and other infrastructure projects have proliferated. But this influx brings baggage.  

In July 2024, Xi Jinping arrived for a state visit to Dushanbe and was received with much fanfare. During a speech to the media, he stated it is “important to deepen security cooperation and create a security barrier for the development of the two countries.”  

In turn, President Rahmon vowed, “to ensure through joint efforts the sustainable development of the region and collectively counteract the challenges and threats that are common to all of us.” 

While Russia remains the dominant provider arms, Tajikistan and China regularly hold joint exercises involving the military and internal security forces. China’s assistance, according to the Carnegie Endowment for International Peace, a US think tank, “is particularly helpful to the regime as it seeks to stamp out opposition.” 

This growing indebtedness to Beijing has stirred concerns over sovereignty, while Moscow’s grip on the Tajik labour market remains firm. Walking the tightrope between two geopolitical giants requires diplomatic dexterity. Tajikistan must attract capital without mortgaging its future. 

The signing of a border agreement with neighbouring Kyrgyzstan in March, demarcating their shared frontier, finally ending a long-running border conflict that has seen dozens killed in skirmishes in recent years, should settle the nerves of some potential investors. 

Hope in the start-up sector 

In the capital and a handful of urban hubs, a modest crop of start-ups in tech, finance, and e-commerce is emerging, helped along by better internet access and a digitally literate youth.  

Over the past couple of months, zypl.ai, a no-code AI platform that enables banks to independently develop AI models without relying on external developers, has raised several million US dollars in funding from international investors, including Prosus Ventures, part of Prosus and Naspers, one of the world’s largest tech investors. 

Fintech Alif meanwhile, which offers an ecosystem of in-house developed financial and technological solutions, now employs more than 1,400 people across Tajikistan, Uzbekistan and Pakistan. 

In October 2024, Dushanbe hosted its first major start-up event, Startupstan, which brought together key players in the venture capital and start-up ecosystem across the Central Asia region, including 60 leaders of local and regional startups, venture capital funds, technical experts, special guests, and government authorities. 

Earlier this month, Tajikistan’s inaugural IT Park opened in Dushanbe, with a mission is to promote the development of information technologies and support the growth of digital entrepreneurship. 

While these ventures and initiatives remain marginal to the overall economy, they hint at a future less tethered to tradition.  

Should reforms in education and infrastructure keep pace, these fledgling industries may become tomorrow’s engines of Tajikistan’s further growth. 

Photo: Dreamstime.

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.