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The creation of a dictator

The path to the Lukashenko presidency in Belarus

January 11, 2024

9 min read

January 11, 2024

9 min read

Thirty years ago, in January 1994, the Belarusian Supreme Soviet voted to remove Stanislau Shushkevich from his position as Chair of the assembly. Shushkevich, who passed away last May at the age of 87, had been office for about thirty months, but he had presided over some of the most remarkable events in the history of the republic.

He took over the position of Chair—effectively the head of state—on an interim basis when his predecessor, Mikalai Demiantsei, was forced to resign after supporting the August 1991 failed putsch in Moscow. On the same day (August 25), the Byelorussian Soviet Socialist Republic (BSSR) declared independence.

He was in office when in September 1991, the BSSR was renamed the Republic of Belarus.

And he hosted the December 1991 meeting at Belavezha Forest with Russian and Ukrainian presidents Boris Yeltsin and Leonid Kravchuk, which created a Commonwealth of Independent States to remove Mikhail Gorbachev and bring an end to the Soviet Union. So why was he removed from the political scene so quickly? And how was Lukashenko able to emerge as the prime candidate to be Belarus’ first president?

Shushkevich’s problems

Shushkevich entered the republican leadership as something of a political neophyte, a renowned scientist and academician, but one without strong political backing. He found himself in a parliament divided between a strong majority of Communists (302 seats) led by Prime Minister Viachaslau Kebich and a small opposition of 27 MPs headed by leader of the Belarusian Popular Front (BPF), Zianon Pazniak. The Soviet comprised 360 seats at that time, 310 of which were contested.

Pazniak’s goal, like that of the BPF as a whole, was to hold new elections to replace the 1990 Supreme Soviet and to ensure that the new constitution being drawn up for the state ensured a strong parliament to watch over a future president. The BPF, which became a formal political party only in 1993, gathered signatures in support of a petition for a new election, but they had little impact on the conservative legislature.

As to who should hold the esteemed position of president, the consensus appeared to be that Kebich would be the natural choice, as he had the backing of most deputies.

By the summer of 1993, Shushkevich faced a vote of no-confidence, having failed to gain the support of either the majority Communists or the Popular Front-led opposition. But the vote was delayed by his illness and ultimately fell six votes short of the required majority. He soldiered on.

Shushkevich’s main concern was a proposed military-security union with Russia that he considered would erode Belarusian sovereignty. He had already agreed to send nuclear weapons stationed in the republic to Russia for dismantling. But the importance of such a move was to bolster a clause that would be enshrined in the Constitution to declare Belarus a non-nuclear and non-aligned state.

The rise of Lukashenko

Enter deputy Lukashenko, a former state farm leader and KGB border guard who was seeking to make a name for himself after being elected to the Supreme Soviet in 1990. Although he was reportedly the only deputy not to support the dissolution of the Soviet Union, he had seemed close to the Social Democratic deputies and BPF. Earlier, he had sought their support to be deputy chair of the parliament, but could not find enough backing to make an impact. His desperation was all too evident.

His breakthough came after he was elected the temporary head of a parliamentary commission on corruption, using this position to make accusations against state leaders. The fact that parliamentary sessions were broadcast live on the main state television contributed to his popularity among regular Belarusians. He was nominated for that position by the youthful deputy, Anatol Liabedzka. One of his main acolytes was Viktar Hanchar, who would run his 1994 election campaign and later become deputy chair of the parliament. These so-called “young wolves” also included Henadz Karpenka, the mayor of Maladziečna, another rising scientist and inventor.

Kebich was happy to allow Lukashenko to complete his mission, believing correctly that one of the main targets would be Shushkevich. But he miscalculated. Lukashenko did indeed focus on Shushkevich, but he also targeted Kebich, astutely recognising that the public was weary of corruption in the party and particularly in the leadership.

For many years, the BSSR had gained a reputation for the incorruptibility of party leaders in contrast to the numerous abuses of power by the Brezhnev leadership in Moscow. The key example had been republican party leader Piotr Masherau, a former wartime partisan leader and popular figure who led the republic for fifteen years between 1965 and 1980 prior to his death in a car crash. By Masherau’s standards Kebich fell well short.

According to some observers, Lukashenko’s commission focused less on corruption than on the personal foibles of the current leadership and sensationalism. In Shushkevich’s case, one reason for his removal was for using state funds to finance the repairs at his dacha, and specifically the purchase of some nails for which he had not yet paid fully.

The deeper reason, however, was Shushkevich’s desire to keep Belarus separate from Russia, while acknowledging the necessity of close economic ties. The psychological need to maintain ties with Russia pervaded Belarusian society, beset by economic woes after the dissolution of the USSR. It was to undermine Shushkevich’s election campaign for president the following year.

The Clinton visit to Belarus

Shortly before Shushkevich was forced to resign, new US president Bill Clinton visited Belarus (January 15, 1994), a sojourn of only a few hours but one that had a lasting impact. Clinton praised the republic for giving up nuclear weapons, insisted on meeting with opposition figures, and bonded with Shushkevich, who had been his guest in Washington, DC the previous year. The US offered aid to build a democratic state and the president visited Kurapaty, the site of mass graves to the victims of Stalin in 1937-41, where he donated a stone bench.

In the buildup to the Chair’s removal, Lukashenko would accuse Shushkevich of being an American stooge. The Clinton bench has subsequently been destroyed many times during Lukashenko’s presidency, and patched up by opposition members. For the pro-Russian sector of political life, Clinton’s visit was a humiliation, but it was also an indicator to many Belarusians that there was an alternative to adhering to Russian-led structures.

Pazniak and the ‘Young Wolves’

Pazniak and the BPF were far more radical than the head of state, and frustrated by his lack of action to define a clear path to sovereignty. They espoused Belarusian nationalism, restored national symbols of the Pahonya and white-red-white flag, previously the official coat of arms and flag during the period of the Belarusian People’s Republic of 1918, and the primacy of the Belarusian language.

They were also concerned with the deep and lingering effects of the 1986 Chernobyl nuclear accident and the mass graves discovered by Pazniak at Kurapaty to the north of Minsk in 1988.

The presidential election of summer 1994

When the election campaign began in the spring, after the issuance of the first Belarusian Constitution, Kebich was expected to win. But Lukashenko’s popularity was increasing. He was pro-Russian and seemingly devoid of any corruption—Shushkevich maintained to the contrary that his accuser was selling used cars while boss of his collective farm (kolkhoz) but the story did not carry far.

Belarusians wanted change. Young activists like Hanchar and Liabedzka were prepared to give Lukashenko a chance, while for the electorate he seemed to pose the least danger: he was not equated with the Communist hierarchy or Belarusian nationalism likely to move the republic away from Russia. And he was young, at 39. What was there to lose?

On June 23, 1994, Lukashenka received 45 per cent in the first round of the elections, ahead of Kebich (17.7 per cent), Pazniak (13 per cent), and Shushkevich (10 per cent). Round two followed on July 10, with Lukashenko winning easily with 80.6 per cent to Kebich’s 14.2 per cent. The die was cast. There were no more free elections and no changes of leader.

The crackdown

Three decades on, the “young wolves” are no more. Lukashenko has taken his revenge on the those who once supported him. The explanation of Shushkevich in his unpublished memoirs was that: “He hated them because they were smarter, better looking, truly educated, and especially because they were intelligent people, which for him, of course, was unattainable.”

Karpenka and Hanchar are dead. Karpenka died unexpectedly in April 1999. A month later Yuri Zakharanka, one of his close friends and a military General, was abducted and never seen again. Hanchar was kidnapped off the streets of Minsk in September 1999, and reportedly shot by the security services on Lukashenko’s orders, who was punishing his former supporters for not being loyal anymore after 1995 and 1996 referendums which changed the constitution and prolonged his presidential term.

Liabedzka is a member of the opposition’s transitional Cabinet led by Sviatlana Tsikhanouskaya, residing in Vilnius since 2020 He has spent considerable time in Lukashenko’s prisons and penal colonies, suffered several beatings, and for many years led the opposition United Civic Party. His son Artsiom was sentenced to three and a half years of imprisonment in Belarus in the aftermath of 2020 repressions.

The end of the Popular Front

Pazniak is in exile in Poland, having fled Belarus two years into Lukashenko’s presidency in fear for his life to the US initially.

In 2023, he made a supportive visit to the Kalinouski Brigade fighting against the Russians in Ukraine. He turns 80 this year.

His party, the BPF, split into two wings in 1999: the Christian Conservative party of the BPF (which he led) and the Party of the BPF, initially led by Vintsuk Viachorka.

On August 14, 2023, prior to the 2024 parliamentary elections scheduled for February, the Supreme Court of Belarus liquidated the party, the oldest opposition entity in the country.

The dictator

Thirty years on, Lukashenko remains in the presidential palace, beleaguered after the events of 2020, limited in his capacity to operate independently of Russia, but still carrying out repressions, with no immediate signs of his departure.

The lesson perhaps is that dictatorships are not always predictable or even preventable.

In this case one emerged from a democratic election, won in 1994 by Lukashenko over his closest rival Kebich and facilitated by young democrats.

David R. Marples

David R. Marples

David R. Marples is distinguished professor, Department of History, Classics, and Religion, University of Alberta.

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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.