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In Belarus, an election in name only

There will be very little choice on the ballot papers

February 21, 2024

6 min read

February 21, 2024

6 min read

Sentenced in 2022 to three years in prison for “slandering” the dictator of Belarus Alexander Lukashenko, civil activist Ihar Lednik died in jail on February 19, the fifth political activist to die in a Belarusian jail since 2022, according to Viasna, a human rights group.

At 64, Lednik’s health had been poor for some time and the harsh conditions of his imprisonment only accentuated his suffering. Sviatlana Tsikhanouskaya, the exiled leader of the Belarusian democratic opposition, said that she was “heartbroken” by the news of Lednik’s death, calling him, “a tireless fighter for freedom”.

Imprisoned for little more than writing an article discussing the country’s foreign policy for a journal of the Belarusian Social Democratic party (BSDP), Lednik’s real crime, as far as the Belarusian authorities were concerned, was his role as a leading figure in the BSDP.

Harassed and persecuted for years, the BSDP was formally outlawed in 2023, along with just about every other Belarusian political party not loyal to Lukashenko. Despite many of their leaders being in jail or exile and their activities strictly controlled, the Popular Front, Conservative Christian party, Green party, Republican party, People’s Accord, and the United Civil party were all deemed too great a threat to the Belarusian leader—Lukashenko perhaps wary of underestimating how much damage even a marginalised opposition can do.

In 2020, having barred almost all opposition candidates from that year’s presidential election, Lukashenko overlooked the candidacy of Tsikhanouskaya (whose husband, Syarhey Tsikhanouski was one of those barred from standing for election-he was later arrested and remains in prison). By any objective measure, Tsikhanouskaya won the election, although Lukashenko declared himself the winner with a barely plausible 81 per cent of the vote.

“They didn’t think a housewife would unite people,” Tsikhanouskaya later said.

Tsikhanouskaya was forced into exile in Lithuania days later amid widespread anti-Lukashenko demonstrations that fizzled out only after brutal state repression including the arrest of thousands of protesters.

Since then, repression has continued. According to Human Rights Watch, almost 1,500 political prisoners remain behind bars, including human rights defenders, journalists, lawyers, opposition politicians, culture workers, trade unionists, and activists. Political prisoners are regularly held incommunicado and are subject to torture and other forms of ill-treatment.

Tens of thousands of Belarusians have, like Tsikhanouskaya, been forced into exile. In a move squarely directed against opposition figures living abroad, in September 2023 Lukashenko signed a decree abolishing the authority of consulates and diplomatic missions to issue, replace, or extend the passports or identification cards of Belarusians abroad, making it obligatory for them to return to Belarus.

Tsikhanouskaya and her team are currently working on a plan to issue shadow passports that would help prevent those Belarusians unable to return for fear of arrest from remaining stateless.

An economy hitched to Russia, and China

Lukashenko’s support for the 2022 Russian invasion of Ukraine (Belarusian forces did not take part in the invasion, but Minsk allowed Russia to launch part of the invasion from its territory, offering Russia the shortest possible land route to Kyiv) made Belarus the target of sweeping Western sanctions targeting its petrochemical industry, production of fertilisers, banking, financial services, and transport.

Lukashenko meets his Russian counterpart Vladimir Putin regularly and has offered to host Russian tactical nuclear weapons on Belarussian territory while railing against imagined NATO plots to “destabilise” the country.

Although Belarus was already the subject of some Western sanctions over the government’s violent treatment of protestors in the aftermath of the 2020 presidential election, the new sanctions severely weakened its economy—contributing to its 4.7 per cent contraction in GDP in 2022—and reoriented trade away from Europe towards Russia and China.

The economy has since largely recovered, made possible thanks to a widening of Russia’s economic support and accommodative domestic policies, according to the Vienna Institute for International Economic Studies (wiiw).

The Vienna Institute warns, however, that the final months of 2023 suggested that the recovery has probably run its course, and that 2024 is likely to see lower GDP growth of around two per cent. If the process of successful reorientation to new markets continues, economic growth could accelerate somewhat in the coming years, but will remain modest.

Indeed, with Lukashenko having hitched his country’s immediate future to Russia and the prospect of renewed economic integration with its European neighbours (a process which had quietly, slowly been taking place in the half decade preceding the 2020 presidential election) off the table for the foreseeable future, the outlook for long-term growth is uncertain at best.

‘A farce, a circus’

A parliamentary election, set to take place on February 25, will not change the present, isolationist course pursued by Belarus in the slightest. While Belarusians will, in theory, be able to vote for candidates from four parties, the Belaya Rus party (created in 2007 with the sole purpose of supporting Lukashenko) will again win a healthy majority.

The three other parties contesting the election (the Communist party of Belarus, the Republican part of Labour and Social Justice, and the Liberal Democratic party) are all loyal to Lukashenko and will win a handful of seats between them—allowing the dictator to point to what he will no doubt label as a free and fair election in a thriving democracy. With the genuine opposition barred from taking part, it will be anything but.

“The Belarusian parliament is nothing but a farce, a circus. The regime speaks of elections, but they have nothing to do with democracy,” said Tsikhanouskaya this week.

Lukashenko is certainly not taking any chances of anyone ruining the carefully choreographed vote. Independent observers from the Organisation for Security and Cooperation (OSCE) have not been invited to monitor the election, while in recent weeks a fresh spate of arrests has seen potential troublemakers locked up.

On February 20, Lukashenko warned that what he called the “Belarusian self-exiled opposition” was planning to destabilise the country on election day.

“Their handlers from the foreign special services are working on such scenarios,” he told senior security officials, claiming that one option was a “coup d’etat during this election campaign”.

“More likely,” he added, “is that they will use the current election campaign as a rehearsal and initial stage to prepare for a coup d’état during the presidential election of 2025.”

Lukashenko also offered a third means of potential “destabilisation”—soft power.

“Some instruments of soft power have been outlawed in Belarus,” he said, offering “anti-Belarusian foundations” and “so-called human rights groups” as examples. “But they are trying and will continue to try to influence emotionally vulnerable people through social media and messengers, to develop new channels of communication and control over the masses.

“They have sold out their homeland, they are running out of money. Life in Europe is expensive. Therefore, [the opposition] will go to any lengths [to stage a coup d’etat].”

Many of the millions of Belarusians who, out of fear of reprisals, will grudgingly vote on February 25 for Lukashenko-approved candidates no doubt wish that were true.

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.