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Union before corridors

How the European model can serve as a blueprint for the Trans-Caspian region

June 25, 2024

7 min read

June 25, 2024

7 min read

Both policy makers and the media have recently been talking a great deal about the Middle Corridor, or Transcaspian Corridor, a trade route from Southeast Asia and China to Europe via Kazakhstan, the Caspian Sea, Azerbaijan, Georgia and Turkey.

Scholars argue that the West should support this Trans-Caspian International Transport Route (TITR) as an alternative to Russian-based trade routes. The EU, with its Global Gateway, is actually already helping the TITR and has been boosting its relationship with Kazakhstan ever since the Russian invasion of Ukraine.

The US meanwhile is strengthening its cooperation with Central Asia through a security, economic, and energy partnership through its C5+1 platform. And the World Bank just identified 10 actions that can triple trade through the Middle Corridor by 2030. 

But if Central Asia and the Trans-Caspian region in general (composed of the countries in Central Asia and South Caucasus) want to become a developed and stable area, it needs to follow the same path that Europe took more than 70 years ago, by integrating national energy and industrial production before becoming a corridor.

The EU’s embryonic start, with its first supranational organisation the European Coal and Steel Community in 1952, created the core elements of energy and industrial development in a single market. This process was supported by the US, which fostered unity rather than division among European nations (the first time in history an external power followed such a policy). Now, the US and the EU should do the same with Central Asia/Trans-Caspian region.

Regional, not national interest

What the West (and, most of all) the countries of the region have to realise is that besides the focus on ‘corridors’ they need to focus on ‘unions’, because for development as well as trade we need cooperation in industrial production and the integration of economic systems.

Without regional economic integration the national interest will always be placed above the regional interest, and in the long term national systems will hinder the creation of a Trans-Caspian Union. Without such union trade routes and corridors will eventually help only the two far ends of the bridge, China and Europe, and not the region in itself.

The second thing that the West and the region need to understand is that today actions have to follow rhetoric, as otherwise political will dissipates and with it the momentum for the transition, while external imperial influence will possibly take hold.

Already, Russia and China are using hybrid tools like disrupting energy supplies (Russia) or weaponising critical materials (China), trying to create dependencies in Europe. Furthermore, they try to expand their power in the region, even competing between each other, as Moscow still considers the region its backyard, while China sees Central Asia as a key part of its Belt and Road Initiative.

A ‘Grand Strategy’

A strongly integrated Central Asia/Trans-Caspian region would therefore reach two main geopolitical and geoeconomic goals for the area, besides its economic development: avoid the spheres of influence from foreign imperialistic powers attempting to gain control of regional development; and accompany the new era of technological and energy revolutions as one of the world leaders, with its great potential for rare earth elements (REEs) and its geographical position.

To do that, the countries of the area and the West need to focus on the institutional integration, not only on the corridors passing over their land as a bridge between East and West. The nation’s head of states have to come to terms with such realties and start an integration path, and the EU and the US have to come of age and support this regional cooperation, with a Grand Strategy against possible empires again dominating the world’s heartland.

The two pillars of this Grand Strategy should be energy and technology integration. The current intersection of energy transition, market forces, technological revolution and climate change, is reshaping world energy politics in a period of global disorder creating new maps.

The first practical action from EU and US towards creating a Trans-Caspian Union should be to support these two fundamental areas of energy and technological integration, to foster energy security, critical infrastructures resilience, and technological development.

For the integration of systems and infrastructures one step could be the revival of the Central Asian Power System (CAPS). The CAPS was created under the Soviet Union in the 1970s, constituted from the power networks of present-day Uzbekistan, southern Kazakhstan, Kyrgyzstan, Tajikistan, and Turkmenistan. The system aimed to secure energy supply by establishing a regionally integrated network for both generation and transmission but all was lost after the end of Soviet Union. The EU and the US should push to recreate such systems.

Renewable potential

At the level of green energy transition, the Trans-Caspian region and Central Asia have great wind, solar, and hydropower potential that could support the West’s energy.

The EU’s Global Gateway Initiative on Water, Energy, and Climate in Central Asia already demonstrates EU commitment to supporting the green transition in the region but much more can be done.

The EU and US could strengthen Trans-Caspian regional cooperation by focusing on some key sectors of renewable energy. The EU could create something similar to the US C5+1 Diplomatic Platform, but also to the US Economic Resilience Initiative in Central Asia (ERICEN), launched in 2022, providing 25 million US dollars to fund trade routes, expand investment and support regional connectivity through economic and energy programs.

At the technological level the Central Asian region is not yet particularly well advanced. According to the Global Innovation Index of the World Intellectual Property Organisation, the most advanced countries in the region, Kazakhstan and Uzbekistan, are just 81st and 82nd globally, while according to the International Energy Agency (IEA) some 75 per cent of the technologies needed to achieve net zero energy are yet to be invented.

The EU and the US could support the region in technological development for energy transition, through various initiatives. First of all, with technology transfer: facilitate the transfer of technological expertise, know-how, and best practices from the EU and the US through partnerships, capacity building programmes and similar initiatives. This can encourage also the flow of capital and expertise, leading to mutual benefits and economic growth.

A Trans-Caspian Energy and Industry Community

But the crucial point to connect energy transition and technology development and support regional integration as happened in Europe in the 1950s will be the transfer of technology to process REEs.

In this way the region, rich in critical materials, will not be forced to send mineral ores to Russia and China to be processed and then sold on to Western markets, but will become the hub in the supply chain, and in the future even in the value chain, for the energy transition.

If the Trans-Caspian countries will understand this, they could become key players in the energy transition, not merely a bridge between East and West with the Middle Corridor.

Creating the first Trans-Caspian regional union, in the form of a ‘Trans-Caspian Energy and Industry Community’ (with REEs instead of coal and perhaps cables instead of steel) would be the perfect start.

The EU and US must seize the momentum to support such a development and begin the fight back against Russia and China’s hybrid warfare, especially in the energy-technological sector, and their imperialistic desires of expansion in throughout the region.

Maurizio Geri

Maurizio Geri

Former NATO analyst, Italian Navy Lieutenant reservist, and EU Marie Curie postdoctoral research fellow 2024-26.

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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.