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Astana on the Senne

It's time to offer Kazakhstan a European perspective

January 31, 2024

6 min read

January 31, 2024

6 min read

As Russia’s ‘special military operation’ nears its second anniversary, all bets are off concerning Vladimir Putin’s next target should he be left undeterred by the Western powers.

Any other republic once occupied by the Soviet Union could be fair game since exercising the right to self-determination is construed as ‘de-russification’ and an affront to Moscow. The Russian dictator hoped that by making an example of Ukraine, he would successfully box in his Central Asian and Eastern Partnership (EaP) neighbours.

For Kazakhstan, however, keeping big brother Russia at arm’s length is part and parcel of bridging the trust deficit between the government and the masses. Unlike natives of the smaller -stans, whose economies are still kept afloat by remittances from expatriate migrant labour, the younger generation of outward-looking and well-travelled Kazakhs do not regard Russia as a land of milk and honey.

Rather, they see through the lasting damage Putin has single-handedly inflicted on Russian society for years, if not decades, and want no part of it. At the same time and by virtue of gaining more exposure to the West through Bolashak scholarships and enhanced international air connectivity, these freedom-loving millennials have no misgivings about putting themselves in harm’s way to rid Kazakhstan of one-man rule.

Kazakhstan’s neutrality

Though initially brought on by a sudden and unaccounted for hike in liquified petroleum gas (LPG) prices, the 2022 ‘Bloody January’ protests that resulted in 238 casualties were, by and large, the culmination of decades of malcontent brewing among ordinary folk who felt hard done by Kazakhstan’s kleptocratic elite.

Having assumed the mantle nearly five years ago, the incumbent Tokayev was widely perceived as a lame-duck figurehead from the old guard handpicked by and operating at the behest of éminence grise Nursultan Nazarbayev. Nonetheless, Tokayev has refused to take the fall for his predecessor’s self-indulgence and all but expunged the cult of personality built around ‘Elbasy’.

This includes the dismantling of monuments to the former head-of-state as well as officially reverting the capital’s name from Nur-Sultan to Astana. To reassure the general public that he is not paying mere lip service to the ‘New Kazakhstan’ they envisage or throwing them a bone with cosmetic constitutional amendments, the 70-year-old career politician also oversaw the arrest of Nazarbayev’s relatives as well as close associates who amassed vast fortunes through illicit means and various abuses of power.

Despite calling upon the Collective Security Treaty Organisation (CSTO) to quash the bloodiest uprising in Kazakhstan’s modern history and arguably owing his political survival to this Russian-led military coalition, Tokayev has doubled down on asserting his administration’s neutrality vis-à-vis Ukraine.

He pushed back against recognising the independence of occupied Donetsk and Luhansk at the 25th St. Petersburg International Economic Forum (SPIEF) and was believed to have had a hand in the ‘Yurts of Invincibility’ project.

Admittedly, this defiant stance—together with a so-called ‘linguistic awakening’ in the world’s largest landlocked nation—has been met with provocative bluster and veiled annexation threats from the State Duma’s ultra-nationalist wing.

Outsized leverage

That being said, Kazakhstan’s top brass is cognisant of their outsized leverage over an increasingly isolated and financially-crippled Russia. Putin’s dogged quest to aggrandise the Global South and inculcate the death of Pax Americana in his support base could potentially pave the way for a confluence of BRICS, the Shanghai Cooperation Organisation (SCO) and the Eurasian Economic Union (EAEU).

The newly-expanded BRICS group has already been dealt a two-pronged blow, with Argentina opting out altogether and Saudi Arabia slow-walking its accession. Make no mistake, extending invitations to four tyrannical Middle Eastern regimes and a failed sub-Saharan state in Ethiopia was by design. This gambit sought to lay bare the lack of red tape involved in making the cut while the European Union continues to stonewall its enlargement plans and raise the bar for existing candidates.

BRICS readily accepting developing third countries who want in is, nonetheless, a fig leaf to mask the crisis of legitimacy that the bloc is undergoing. Its de facto kingpins—China and Russia—are bracing themselves for the prospect of Saudi Crown Prince Mohammed Bin Salman, andby extension Emirati leaderMohammad Bin Zayed,following Argentinian President Javier Mileiout of the door.

The multilateral organisation’s stated objective of dethroning the US dollar as the world’s reserve currency has understandably not sat well with Washington. The White House will use every lever at its disposal—including the rescission of security guarantees—to subvert this pernicious endeavour and dissuade their GCC partners from entering into an unholy alliance with adversaries like Russia, China and Iran.

As the Israel-Hamas conflict in Gaza reaches a flashpoint and risks spilling over into the Persian Gulf proper courtesy of escalatory attacks by the Houthi rebels, the last thing Riyadh and Abu Dhabi will want is to be left high and dry to fend for themselves. Moreover, Egypt—which is the second largest recipient of American foreign aid—also runs the risk of being strong-armed into rethinking its membership.

Both Putin and his Chinese counterpart Xi Jinping are looking to Kazakhstan as an insurance policy of sorts to press ahead with their imperialist agenda in the event that BRICS is no longer fit for purpose. Keen to reshape travel preferences and habits among their middle-class citizenry, there are telltale signs of a Sino-Russian campaign underway to create a ‘pan-Eurasian Schengen’.

In a bid to bifurcate strained diplomatic ties from cultural exchanges at the grassroots level, China has opened up at breakneck speed to Western and ASEAN tourists over the past few months by waiving or facilitating entry requirements. Moscow and Tehran are on a similar trajectory of rolling out streamlined electronic visas to cultivate greater people-to-people interaction and reap the windfall generated from inbound tourism.

Not only is Kazakhstan the locus of these grand plans to compliment Beijing’s Belt and Road Initiative (BRI) with a ‘Minsk to Macau’ leisure travel zone, but it has also emerged as a reliable sanctions-circumvention hub, notwithstanding assurances by Tokayev to the contrary.

A golden opportunity

Logistical considerations aside, the absence of language barriers gives Kazakhstan an edge over other ‘friendly’ jurisdictions like Turkey and the United Arab Emirates that have helped Russia skirt around punitive measures.

The fact that it continues to churn out polyglots who are fluent in both Russian and Chinese is a major selling point. Recession-hit China faces the threat of being placed under an unprecedented economic siege if Republican front-runner Donald Trump returns to power later this year.

The CCP will have almost certainly have begun preparing for this eventuality and setting their sights on Kazakhstan’s state-of-the-art Astana International Financial Centre as a workaround. The EU ought to have figured out by now that timidity and risk-aversion do not pay off when dealing with despots like Putin or Chairman Xi.

Be it an Association Agreement or an extension of the Eastern Partnership, European leaders have a golden opportunity to lure Kazakhstan away from an authoritarian nexus on the decline.

Saahil Menon

Saahil Menon

Saahil Menon is an investment analyst.

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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.