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Economy in focus: Tajikistan

The economy would benefit from political reform

April 18, 2024

6 min read

April 18, 2024

6 min read

Photo by JK Baseer on Unsplash.

Be it the development of new, high-rise apartment blocks (some built in questionable taste) or the proliferation of premium coffee shops, tea houses and restaurants (again, many decked out in questionable taste), a short stroll around the centre of Tajikistan’s capital Dushanbe suggests a city, and a country, on the up. 

Indeed, one of few countries in the region to stay in the black during the Covid-19 pandemic (growth was 4.4 per cent in 2020), Tajikistan—on paper at least—has since been Europe and Central Asia’s champion of economic growth: 9.3 per cent in 2021, eight per cent in 2022, 8.3 per cent in 2023.

In its latest Economic Update for Europe and Central Asia, published on April 11, the World Bank forecasts growth in Tajikistan of 6.5 per cent in 2024—down on last year but still the highest level of growth of any country in Europe and Central Asia.  

For all that, however, it nevertheless remains a low-income country and the poorest of all 15 republics that until 1991 were occupied by the Soviet Union. 

It is also—except for basket case Turkmenistan—the least free. Freedom House, in its latest Nations in Transit report, also published on April 11, gives Tajikistan a democracy score of just 0.6 (out of 100), and classes the country as a “consolidated authoritarian regime”—unsurprising given that one man, Emomali Rahmon, has run the country since 1992. 

The remittance trap 

Alongside the noticeably buoyant activity in the construction and services sectors, Tajikistan’s growth in recent years has been driven primarily by remittances, which in 2022 accounted for more than half of the country’s entire GDP. The percentage fell to around 35 per cent in 2023, but it remains by far the most remittance-dependent country in the world. While rich in hydropower potential and some natural resources, including gold and silver, Tajikistan does not possess any significant proven oil or natural gas reserves. 

This dependence on remittances makes Tajikistan vulnerable to economic and political shifts in the countries where its diaspora works—mainly Russia. That 10 Tajiks have so far been arrested in Russia in connection with a terrorist attack in Moscow in March, claimed by the Islamic State group, including four men accused of being the gunmen responsible for the deaths of nearly 150 people, has led many Tajiks to consider leaving Russia, according to Tajikistan’s Deputy Labour Minister Shahnoza Nodiri. 

“We are now monitoring the situation; more people are coming [back to Tajikistan] than leaving [for Russia],” she said in an interview with Russia’s TASS news agency at the end of March. With remittances such an important part of the economy, even a small reduction could see a fall in GDP growth.  

An overbearing state 

Moreover, while remittances help alleviate immediate financial needs (and fuel the booming construction sector), they do not fundamentally transform the economic structure to create sustainable, high-value employment at home, where around half of the workforce remains employed in agriculture—a sector in which there has been anything but growth. 

Productivity in the sector remains low due to outdated farming techniques and inadequate infrastructure. Small-scale farmers see minimal benefits from economic growth, struggling with issues like water scarcity and access to markets. The government’s efforts to introduce modern farming techniques and improve irrigation infrastructure are steps in the right direction but are sporadic and yet to make a significant impact on the ground. 

The expansion of the services sector, including retail, banking, and telecommunications, indicates a diversifying economy. However, the benefits are predominantly urban-centric, often bypassing rural communities where most of the population resides. 

The state’s overbearing role in the economy meanwhile remains all-encompassing with competition minimal. Indeed, Tajikistan ranks above just Turkmenistan of all countries in Europe and Central Asia when it comes to competition policy, according to the Bertelsmann Transformation Index, released earlier this month.  

“Although Tajikistan has the legal and institutional framework necessary for a functioning market economy, only some segments of the economy feature genuine market competition,” the report states. 

The World Bank meanwhile noted in a report last year that, “the business environment does not reward efficient firms and those with the highest growth potential.” 

Social and economic challenges 

Where the Tajik authorities can take some credit is in its prudent monetary policy, which aligned with currency appreciation has kept inflation relatively low in comparison with other economies in Central Asia. 

However, the Asian Development Bank (ADB) predicts inflation rates in Tajikistan of 5.5 per cent for 2024 and 6.5 per cent for 2025, up from 3.8 per cent in 2023. The Bank links the expected rise in inflation to an increase in lending following deposit growth, a 40 per cent enhancement in pensions, stipends, and public sector salaries from January 1, 2024, and a 16 per cent adjustment in electricity tariffs introduced at the beginning of the year. 

Slower growth in Russia meanwhile could again weaken the Russian ruble relative to the Tajik somoni and reduce remittance flows. This would exert downward pressure on the somoni, raising inflation for imported goods. 

The country’s economic figures do not fully encapsulate the challenges faced by the average Tajik. Issues such as unemployment (around seven per cent), particularly among youth and women, aligned with significant emigration indicate underlying socioeconomic distress. 

Additionally, the education and healthcare systems, though improving, require significant investment to elevate the quality and accessibility needed to support a thriving economy. Then there’s energy; until the delayed and over-budget Roghun Hydropower Dam—the world’s tallest—is complete, Tajiks will continue to suffer from regular power cuts.  

Perhaps the most significant socio-economic issue however is climate change. Tajikistan faces key challenges from climate change because of its high dependence on natural resources—not the least of which is water. The country is the most vulnerable in the region to climate change, ranking 98th on the Notre Dame Gain Index

According to the ADB, a shortage of arable land has created high dependency on imported food, weakening food security and increasing the population’s vulnerability to natural hazards. In both 2021 and 2022, there were clashes at the border between Kyrgyzstan and Tajikistan in a dispute over access to water. Both countries share multiple water channels with undulating trajectories and flow, which upset equitable access to water on both sides. 

It’s not all about the numbers 

While Tajikistan’s economic growth statistics present a facade of robust progress, the political context in which these developments occur tells a more complex story.  

The centralised, tightly-controlled political system presents significant challenges to implementing comprehensive economic reforms, while the government’s predominant role in the economy, while providing a certain amount of stability and direction, also perpetuates inefficiencies and limits private sector involvement.  

For Tajikistan to achieve sustainable and inclusive economic growth, it is crucial that future reforms not only address economic inefficiencies but also consider the broader political and social contexts that shape these policies.  

As long as the current ruling elite remains entrenched in office, however, such reforms are unlikely. 

Photo by JK Baseer on Unsplash.

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.