Keep it in the family
Economy in focus: Lithuania
parallax background

No change in Ashgabat

Two years after a changing of the guard in Turkmenistan, reform hopes fade

March 11, 2024

7 min read

March 11, 2024

7 min read

When the eccentric Gurbanguly Berdymukhammedov stepped down as Turkmen president in 2022 after 16 years in office (having only recently amended the constitution in order to allow him to stay in the job indefinitely), he did so citing the need for “a younger generation” to run the country.  

While it was clear that Berdymukhammedov had his son in mind for the presidency, hope nevertheless briefly blossomed in Turkmenistan that change might follow the transfer of power. 

Two years after Serdar Berdymukhammedov replaced his father as president however, hope that the younger man would reform one of the world’s most closed societies have all but evaporated. 

Indeed, what news of Turkmenistan that does filter out of the highly controlled country suggests that daily life for most of its people has become more austere as economic woes—despite headline high growth figures, ‘smart’ cities built of marble and caused in part by a failure to diversify away from petrochemicals and adopt market reforms—force the authorities in Ashgabat to take ever more drastic measures to ensure that a lid is kept on potential dissent. 

Generous subsidies which for decades had provided Turkmen with almost free electricity, gas and water ended in 2019. 

“Serdar Berdymukhammedov is expected to persist with the economic policies established by his predecessors, perpetuating a neopatrimonial system where the president’s family and close associates wield control over key economic assets, notably the country’s primary resource, natural gas,” says Sebastian Peyrouse, director of the Central Asia Programme and research professor at the Institute for European, Russian and Eurasian Studies at George Washington University.

“Despite periodic announcements of reform programmes, the regime’s reluctance to diversify and privatise the economy is rooted in preserving its predatory structure, contributing to a sustained negative impact on the population’s standard of living, social welfare, health, and food security.”

“The dynastic succession that saw Serdar Berdymukhammedov assume power maintains the nation’s authoritarian rule, characterised by repressive governance, the absence of freedom of expression and of a free civil society,” he adds.

Indeed, there is no opposition. The younger Berdymukhammedov was confirmed as the country’s new leader in March 2022 following a presidential election in which he took a generous 72.97 per cent of the vote (albeit well below the 97 per cent his father used to command), easily defeating eight other candidates on the ballot, all of whom were known for being loyal to the president and were not considered real competitors.

Two of the candidates were from the same party as the president. Turkmenistan has no prime minister, the president serving as both head of state and head of government. 

According to Human Rights Watch, Turkmenistan’s government remains repressive, quashing religious and political expression that is not sanctioned by the authorities. The government tightly controls the media and access to information, prosecutes people who enable access to an uncensored internet, and allows no independent monitoring groups. The authorities also jail perceived opponents and government critics and harass activists abroad and their relatives in Turkmenistan. Dozens of people remain victims of enforced disappearance.

The government denies its citizens access to passport renewal services abroad, in contravention of international law, in an effort to force them to return to the country. Despite the ongoing economic crisis, Turkmenistan did not take any meaningful steps to address poverty in the country or to ensure food security for economically vulnerable groups.

Although Turkmenistan has institutions that could, in theory, provide checks and balances to presidential power, in reality they merely pay lip service to such duties.  

For Peyrouse, a nuanced change is, nevertheless, conceivable on the international stage.

“Serdar’s exposure to foreign environments may prompt a shift from Turkmenistan’s isolationist stance, potentially easing its heavy reliance on China. This could open avenues for improved relations and offer the West a measure of leverage to advocate for reforms, albeit within limits.”

“A crucial concern for Turkmenistan in the next decade will be the restoration of its human capital, significantly eroded by an education system tailored to serve the authoritarian regime and foster a personality cult around the president,” he adds.

“Rehabilitating this human capital is poised to be a formidable challenge, demanding concerted efforts and time, with far-reaching implications for the country’s trajectory in the 2030s.”

An economy entirely reliant on gas exports 

The state of the Turkmen economy is difficult to gauge given the almost total lack of reliable statistics. In September last year, the International Monetary Fund (IMF) openly questioned the reliability of official Turkmen data.

On paper at least, growth is strong. The government reported growth at 6.2 per cent in the first half of 2023, slightly above the six per cent reported a year earlier. According to the Asian Development Bank (ADB), expansion in the large hydrocarbon economy came mainly from reportedly higher production and exports of natural gas (the country has the world’s fourth largest deposits of natural gas), with almost all government revenue comes from the sale of natural gas, mostly to China, with a lesser dependence on the export of petrochemicals, cotton, and textiles. 

Growth is set to continue to be high, at six per cent, in 2024, although the outlook remains dependent on revenue from hydrocarbon exports. Outside of the petrochemical industry, there is little foreign investment in the country and the government appears unable (or unwilling) to attract foreign investors nor diversify the economy away from oil and gas. “Too many of the right people do too well out of the current system for it to change,” says one Turkmen living in exile, in Brussels.

On the 2023 Index of Economic Freedom, published by the Heritage Foundation, Turkmenistan’s score of 46.5 placed it 161st of the 177 countries ranked. Turkmenistan is ranked 37th out of 39 countries in the Asia–Pacific region (only Burma and North Korea score less), and its overall score is significantly lower than the world and regional averages. 

“Much-needed economic growth is severely constrained by long-standing institutional weaknesses that undermine the foundations of economic freedom,” Heritage Foundation wrote in its latest summary of the country. “The inefficient legal framework remains highly vulnerable to political interference, and heavy state involvement in the leading economic sectors dampens private-sector dynamism.” 

The overall freedom to establish and run a business is very limited. The system is nontransparent, and enforcement is inconsistent. Regulatory codes are outmoded. The public sector provides most jobs, and the informal sector remains an important source of employment.  

According to the Cotton Campaign, every year during the cotton harvest, which takes place between August and December (Turkmenistan is the world’s 10th largest producer of cotton), the Turkmen government forces tens of thousands of public sector workers, including employees of schools and hospitals, to pick cotton or pay for replacement pickers under threat of penalty, such as loss of employment.  

The government also extorts money from the same workers to pay expenses related to the harvest. Furthermore, the government imposes cotton production quotas on farmers and enforces them with the threat of penalty, including fines and loss of land. 

Smart city, smart football team

Berdymukhammedov senior meanwhile has maintained a high profile since stepping down as president. Officially the head of the People’s Council, the country’s highest constitutional body, Berdymukhammedov continues to act like a sitting president, receiving heads of state, attending government meetings, and indulging his pet projects, notably the newly built ‘smart’ city of Arkadag. 

Inaugurated in June 2023, life for Arkadag’s residents is regulated by “digital and green technologies”, according to the Turkmen authorities. Carefully orchestrated news footage of the inauguration showed homeowners adjusting thermostats and operating vacuum cleaners with tablets. Built at a reported cost of around five billion US dollars for some 70,000 residents, it is impossible to estimate how many people actually live in the new city, nor if its ‘smart’ credentials are anything other than a gimmick (unlikely, given Turkmenistan’s lack of internet access).  

What Arkadag does have is a football team, backed by Berdymukhammedov senior. It has, unsurprisingly, been highly successful. In 2023, its first season in the Turkmen top division, the team won all of its 24 matches scoring 83 goals and conceding just 17. 

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst at Reinvantage.

Share

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.