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An authoritarian loses his grip

In Turkey, power begins to slip away from Erdogan

April 5, 2024

5 min read

April 5, 2024

5 min read

The significant defeat of the conservative Justice and Development Party (AKP), led by President Recep Tayyip Erdogan, in Turkey’s local elections on March 31, signals a clear desire for change among the Turkish electorate.

AKP’s failure to win in key cities such as Istanbul and Ankara, which the opposition has held since 2019 and which were fiercely contested on Sunday, along with other major cities, underscore a trend of waning AKP influence at the urban level, where a significant portion of the country’s population and economic activity is concentrated.

This could signify the beginning of the end for Erdogan, as he is no longer in control of Turkey’s economy, and the toll of inflation and the depreciation of the Turkish lira is affecting Turks significantly.

35 vs. 24, Turkey has a new local leadership

Following the municipal election results, Istanbul Mayor Ekrem Imamoglu, the main opponent of the Turkish president and a potential presidential candidate, successfully retained his seat, securing a victory in the country’s largest city, which boasts a population of over 16 million.

The opposition Republican People’s Party (CHP) achieved victories in all major cities across the country, specifically winning mayoralties in 35 cities in the northern, western, and southern provinces.

In contrast, the ruling party secured only 24 mayoralties in the central part of Turkey, marking a significant setback. This all comes just nine months after Erdogan was re-elected as president.

The opposition’s success in major cities, including traditional AKP strongholds like Izmir, Bursa, Antalya, Adana, and again Izmir, alongside notable achievements in other cities, reflects not only a desire for a political alternative but also a vote of no confidence in the AKP’s management of Turkey’s economic, social, and political challenges. These challenges encompass rising inflation, unemployment, restrictions on press and expression freedoms, and concerns regarding human rights and democracy.

The reorientation of the Turkish electorate toward the more secular and pro-Western CHP under the temporary leadership of Ozgür Ozel signifies a potential paradigm shift in Turkish politics. This trend is not only a nostalgic vote for the principles of Mustafa Kemal Ataturk, the founder of modern Turkey, but also a reaction to the current administration’s governance. Kemal Kilicdaroglu’s impressive showing in last year’s presidential election, securing almost 48 per cent of the vote, reflects a growing appetite for a more balanced and open approach to domestic and foreign policy in Turkey.

This resurgence of support for the CHP and its values is perceived as the electorate’s demand for greater democracy, respect for human rights, and a stronger rule of law. It may also indicate a longing for improved and more stable relations with Western entities, including the European Union and the United States, contrasting with the Erdogan administration’s increasingly autocratic and Eastern-oriented foreign policy.

A turning point for Erdogan?

Erdogan’s statement, describing the results as a “turning point” and pledging to rectify mistakes, appears to acknowledge public dissatisfaction.

However, the extent and manner in which he plans to implement these corrections remain uncertain, especially since he has announced that this will be his final presidential term, at least according to current Turkish law.

Furthermore, Erdogan lacks a two-thirds majority in the Turkish parliament required to amend the constitution and potentially secure another term or more.

Speculation about Erdogan’s succession and the potential candidacy of his son-in-law, Selcuk Bayraktar, in the next presidential election introduces a new layer of uncertainty into the Turkish political scene.

Bayraktar, renowned for his contributions to the defence industry, particularly the development of the Bayraktar drones—which have become indispensable to Kyiv in its defence against Russia—might signify a continuation of Erdogan’s foreign policy. However, as a considerably younger politician, he could also bring a change in style and approach.

Turkey’s political landscape is undergoing a transformation, and the results of the local elections could herald significant shifts in the country’s power dynamics.

This period may witness a reconfiguration of political alliances, the rise of new leaders, and a redefinition of national priorities. Yet, many Turks still cannot envision their politics without Erdogan’s iron grip, under which the country has been for more than 20 years.

Simultaneously, these changes could have profound implications not only for Turkey’s domestic politics but also for its international stance and role, particularly in relation to NATO, the European Union, and regional neighbours like Ukraine and Russia. Such shifts may even impact the war in Ukraine to some degree.

Istanbul and Ankara remain firm strongholds of the party founded by Ataturk

The victories of Ekrem Imamoglu in Istanbul and Mansur Yavaş in Ankara, echoing those of 2019, underscore a significant shift in the Turkish political landscape, signaling a change in voter preferences toward the opposition.

These outcomes, reflecting major setbacks for Erdogan’s party in Turkey’s largest cities, can be seen as a wake-up call for the AKP and a clear mandate for change from the populace.

The loss of control over key cities, especially Istanbul and Ankara, is not only symbolic, given their central role in the nation’s economy and culture, but also carries substantial practical implications. These cities are crucial for political and economic clout, and controlling them provides the opposition with a powerful platform to advance its agenda and contest government policies.

Remember, Erdogan’s own rise to power and his ensuing political influence began with his victory in the Istanbul mayoralty in 1994, which is why the mayoralty of the country’s largest and most populous city is considered a stepping stone. Ekrem Imamoglu is anticipated to surpass the expectations of voters nationwide in the next presidential elections in 2028, potentially becoming the new ‘Sultan’ of Turkey.


This article was co-written by Bogdan Cozma, a research assistant at the Black Sea Trust of the German Marshall Fund of the United States (GMF).

Laurențiu Pleșca

Laurențiu Pleșca

PhD candidate at Bucharest University and a senior policy researcher at the Black Sea Trust of the German Marshall Fund.

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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.