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Heart of the Caucasus

Armenia should support regional cooperation to back its European integration

March 28, 2024

6 min read

March 28, 2024

6 min read

On March 15, the ninth trilateral meeting of Turkey, Azerbaijan, and Georgia was held in Baku. At the meeting, the three countries discussed current areas of cooperation and outlined steps for the strengthening of their relations within the trilateral format. The Georgian Foreign Ministry emphasised the importance of developing economic relations, as well as international energy and transport projects in which the three countries participate.

This troika was born partly as a response to Russian-Armenian alliance in 1990-2000s. Armenia was in conflict with Azerbaijan and occupied one fifth of its territory. Iran and Russia backed Armenia. Georgia had strained relations with Russia which culminated in the 2008 Russian invasion and occupation of the two breakaway territories—Abkhazia and South Ossetia.

Azerbaijan, having close ties with Turkey, promoted stronger ties within the troika as a balance act against the Armenian-Russian-Iranian axis.

A changing geopolitical landscape

Meanwhile, the geopolitical situation in the Southern Caucasus has fundamentally changed. In 2020, Azerbaijan re-took most of its territory that had been occupied by Armenia. Since 2022, Russia’s army is fighting in Ukraine and unable to support Armenian territorial claims towards the Karabakh region of Azerbaijan. These two developments have provided greater opportunity for the South Caucasus to undertake a geopolitical alignment.

Armenian Prime Minister Nikol Pashinyan is trying to cut Armenia’s ties with Russia while taking steps towards integration with Europe. This will not be easy as his predecessors who ran Armenia for two decades, the so-called pro-Russian ‘Karabakh Clan’, enmeshed the country very closely with Russia. Borders are always a sensitive question for a country’s sovereignty and therefore it is irregular that Armenia is the only country in the world where a foreign country (in this case Russia) manages and guards its borders.

It will be difficult for Armenia to escape Russia’s grasp as Russian dictator Vladimir Putin is not known for allowing countries to slip away, as Ukraine is finding out. Armenia is a member of two Russian-led organisations, the CSTO (Collective Security Treaty Organisation) and Eurasian Economic Union. While the CSTO was set up by Putin’s predecessor in the early 1990s, the Eurasian Economic Union is Putin’s showcase baby that was always meant to be an alternative to the European Union (EU).

Ending border disputes

More importantly, Pashinyan needs to take concrete steps to show that his rhetoric in support of European integration is not all hot air and without substance. Rather than reinventing the wheel, Pashinyan must simply to follow what post-communist countries in Central and Eastern Europe did in the 1990s.

Central and Eastern Europe took key two steps that Pashinyan should follow.

The first was that Central and Eastern European leaders understood that ‘returning to Europe’, and then joining NATO and the EU, could only be possible if they dropped territorial claims against one another and accepted the borders inherited from when they were part (either directly or indirectly) of the Soviet empire.

The South Caucasus is not unique in countries harbouring territorial claims as there are many potential territorial conflicts in Central and Eastern Europe. Hungary, for example, could lay claim to parts of Slovakia and Romania where large numbers of Hungarians live. Hungary could use similar irredentist rhetoric towards the Romanian region of Transylvania in the same manner as Armenian nationalists do towards the Azerbaijani region of Karabakh. Poland could lay claim to the Ukrainian region of Galicia or Germany to the Polish region of Silesia and Russian region of eastern Prussia.

The Central and Eastern European countries filed these territorial disputes into their history books and instead prioritised European integration. If Pashinyan is truly serious about his country’s European integration, Armenia should not keep dragging its heels, as it has for three years, and sign a peace treaty with Azerbaijan. The basis for this must be for both countries to respect each other’s territorial integrity and recognise the former Soviet republican boundary as international borders. A peace treaty with Azerbaijan would lead to Armenia’s normalisation of relations with Turkey with whom relations have been frozen for three decades.

Regional integration

The second step Pashinyan should take is to support regional integration because this sends a signal Armenia stands for reconciliation, normalisation of relations with neighbours and enhanced cooperation in the political, economic, trade, energy and security dimensions.

Azerbaijan in 2022 suggested the creation of a trilateral South Caucasian platform with Armenia and Georgia. Then Georgian Prime Minister Irakli Garibashvili positively responded to the initiative. Pashinyan expressed no enthusiasm for regional cooperation, not understanding that  European integration was undertaken in conjuction with regional integration.

Let’s recall that the EU itself grew out of the European Coal and Steel Community. In the 1990s, Central-Eastern Europeans created the Weimar Triangle and Visegrad Group to build regional cooperation.

The Weimar Triangle was created as far back as 1991, the year the USSR disintegrated, by France, Germany, and Poland. The Weimar Triangle met on February 24, the second anniversary of Russia’s full-scale invasion of Ukraine to state their common support for European integration and common stance against the Russian threat to Europe.  On March 15, the Weimar Triangle met again to iron out differences over their common relations with the US and coordinate common policies on militarily and financially supporting Ukraine in its war against Russia’s invasion.

The Visegrad Group was also founded in 1991 by Poland, the Czech Republic, Slovakia, and Hungary to coordinate their approach to escaping from the communist past and Soviet empire and integrating into NATO and the EU. The Visegrad Group supported Ukraine, although it never became a member. With membership of NATO and the EU achieved in the early 2000s, the Visegrad Group has become less active and with, populist nationalists in power in Hungary and Slovakia, less active.

Pashinyan should emulate the regional integration initiatives undertaken by Central and Eastern Europeans since 1991 by joining existing frameworks. It is self-defeating for Armenia to ignore regional initiatives such as the recently held Trilateral meeting of Turkey, Azerbaijan, and Georgia.

Time to show commitment

The EU will only take Armenia’s rhetoric for European integration seriously when Pashinyan shows his country is committed to the territory integrity of states and supportive of regional cooperation in the political, economic, trade, energy and security dimensions.

While reducing Armenia’s integration with Russia, Pashinyan should show his commitment to moving away from Eurasia by increasing his country’s presence and activity within regional frameworks such as the Trilateral meeting which has just been held.

We should support Armenia’s movement away from Eurasia towards Europe. But the first and most important steps need to be taken by Armenia.

Prime Minister Pashinyan, the ball is in your court.

Photo by Tigran Kharatyan on Unsplash.

Taras Kuzio

Taras Kuzio

Dr Taras Kuzio is a professor of political science at the National University of Kyiv Mohyla Academy.

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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.