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Regime change in Azerbaijan?

As the recent ousting of Bashar Al-Assad proves, no autocracy is permanent

December 24, 2024

9 min read

December 24, 2024

9 min read

Photo: Ilham Aliyev arriving at a meeting of the European Political Community in 2022. © European Union.

In late November, Hayat Tahrir al-Sham (HTS)—an outgrowth of the now-defunct Al-Nusra Front and Syria’s main opposition movement—launched a lightning offensive from Aleppo to Damascus that culminated in the eventual deposition and forced exile of the country’s deeply unpopular head-of-state Bashar al-Assad two weeks later.

It is still unclear why his blindsided benefactors, Russia and Iran, decided against mounting a counterinsurgency and simply abandoned ‘Project Syria’, which is estimated to have cost them anywhere between 30-50 billion US dollars each.

Either way, the House of Assad’s abrupt downfall after 53 years of iron-fisted, murderous rule begs the question as to what lies in store for Azerbaijan’s ruling Aliyev clan—another dynastic regime over which Russo-Iranian influence looms large.

True to form, both Moscow and Tehran hinted at the involvement of their all-purpose bogeyman—the Collective West—in HTS’ takeover of Syria.

That said, the outsized role of Turkish President Recep Tayyip Erdoğan in orchestrating the coup is not lost on the Russians and Iranians. Contrary to 2015, though, when Putin responded the downing of a Sukhoi Su-24 warplane by Türkiye with draconian action such as prohibiting tourists from travelling there and banning certain imports, he no longer has the bandwidth to adopt a similar sledgehammer approach vis-à-vis one of Russia’s most important sanctions circumvention hubs.

Besides being permissive of illicit financial flows and featuring on the FATF grey list until mid-2024, Türkiye hosts a sizeable Russian diaspora while its flagship carrier Turkish Airlines operates regular flights to major Russian cities. The same line of reasoning can be applied to Iran, whose nationals are subject to equally lax entry requirements and use Türkiye as an end-run around the US-led ‘maximum pressure campaign’.

Turkish appendage

With the deck stacked against them and BRICS members set to face punitive measures for bypassing the dollar once Donald Trump assumes office, Putin and the mullahs are likely to come up with a measured retaliation which puts Erdoğan in his place without necessarily dealing him a knockout blow and upending the status quo.

One such ‘middle ground’ option is closing ranks to topple Ilham Aliyev. It is no secret that Azerbaijan has, in recent years, become an appendage of Türkiye under the ‘one nation, two states’ framework.

Besides Turkish military support and in particular, its Bayraktar TB2 UAVs proving pivotal in Azerbaijan’s victory over Armenia during the 44-day Second Nagorno-Karabakh War, the Caspian nation has joined blocs featuring Türkiye such as the Organisation of Turkic States and the D-8 but shown no interest in acceding to Russian-led alliances like the Collective Security Treaty Organisation (CSTO) and Eurasian Economic Union (EAEU) which Moscow will almost certainly hold against Baku in due course.

So far, the CSTO has functioned as nothing more than a glorified ‘OMON’ outfit whose sole raison d’être is to quash popular uprisings across the post-Soviet space—namely Belarus in 2020 and Kazakhstan in 2022.

However, unlike Kazakh President Kassym-Jomrat Tokayev who at least sought to create an illusion of cleaning house and introducing social reforms following the ‘Bloody January’ unrest, Aliyev has chosen to go down the path of Belarusian strongman Alexander Lukashenko in crushing civil society and press freedom.

Overseas-based Azeri academics critical of their government like LSE Professor Gubad Ibadoghlu and PhD candidate Bahruz Samadov have been arbitrarily locked up upon returning home and handed lengthy prison sentences for ‘high treason’.

Local authorities are also intensifying their crackdown on independent, anti-establishment media outlets—the latest high-profile case being the arrest of five journalists from Meydan TV which even drew condemnation from US Secretary of State Antony Blinken.

Democracy? No thanks

Aliyev, for his part, has remained wilfully blind to the democratic headwinds sweeping across ‘Greater Eurasia’ and made the job of his ill-wishers that much easier by not giving an inch.

His obstinance may well come home to roost and leave him stewing in his own juice, not least by virtue of the bridges he has burned in recent years. Azerbaijan’s most notable falling out has been with France, ostensibly over the latter throwing its weight behind Armenia during the armed conflict in Karabakh as well as accusing Azerbaijan of ethnically cleansing some 120,000 Armenians after seizing the previously disputed enclave.

Baku, in turn, is alleged to have meddled in the internal affairs of far-flung French protectorates New Caledonia and Mayotte by fanning the flames of pro-separatist riots. Aliyev has also suggested that the EU’s monitoring mission along the Armenia-Azerbaijan border is a front for NATO and demanded its withdrawal as a precondition for signing a peace treaty.

Interestingly, he also took aim at and essentially hounded out Russia’s peacekeeping contingent there before their five-year term was set to lapse in 2025.

Let the chips fall

Although the Russians favour predictably and continuity in their ‘backyard’, they are not monetarily or emotionally invested in Azerbaijan nor do they regard its current incumbent as indispensable.

On the cusp of signing a historic ‘comprehensive treaty” with Iran which includes mutual security guarantees as well as the continued provision of drones, munitions and spare parts for its ongoing ‘special military operation’, the Kremlin will gladly look the other way and let the chips fall where they may should an Iranian-sponsored revolution unfold in Azerbaijan.

As far as China is concerned, an extremist vigilante filling the ensuing power vacuum would, by no means, be an unwelcome development so long as they are able to sweet-talk those in charge into ‘win-win’ cooperation and not pulling out of the Belt and Road Initiative (BRI).

Meanwhile, Armenia has forged strategic partnerships with key regional players like India and Iran—not to mention its influential lobbies in Western Capitals that consistently advocate for holding Aliyev’s feet to the fire over the grave human rights breaches he continues to commit with total impunity.

Yerevan and Tehran remain united in their vehement opposition to the Zangezur Corridor—a transport artery that would grant Azerbaijan proper unfettered access to its exclave Nakhchivan and also connect Baku to Türkiye’s Kars Province by passing through Armenia, albeit at the expense of “redrawing  borders”, according to Iran.

That said, the controversial logistical route is far from the only flashpoint in its relationship with Azerbaijan. Increasingly cosy ties between the Aliyev administration and Israel remain another major bone of contention. Armenia’s move to recognise Palestine in the aftermath of the October 7, 2023 Massacre was largely down to the state-of-the-art weaponry and spyware Tel Aviv furnished Baku with in the buildup to the 2020 conflagration.

The Islamic Republic, by contrast, is livid at Azerbaijan for supplying Israel with 40 per cent of its total crude oil imports via the Baku-Tbilisi-Ceyhan (BTC) pipeline and, by extension, helping underwrite the Israeli Defence Forces’ (IDF) ongoing aggression throughout the Levant.

Foul play?

Needless to say, Iran’s ruling elite considers Azerbaijan a ‘brotherly’ state—inasmuch as they deem it sovereign at all. From their standpoint, having a ‘Zionist nest of spies’ stationed in a fellow Shia-majority jurisdiction is an even more bitter pill to swallow than the Abraham Accords.

It is worth remembering that on January 27, 2023, a lone gunman opened fire at Azerbaijan’s Embassy in Tehran and killed its security chief a few months after Baku announced plans to establish a diplomatic mission in Tel Aviv.

Former President Ebrahim Raisi’s helicopter crash on the way back from a meeting with his Azeri counterpart last May at a mountainous border region did little to assuage concerns among senior Iranian officials of Aliyev being Israel’s point man in the South Caucasus, notwithstanding the harsh weather conditions to which the ‘butcher of Tehran’s’ sudden death was attributed.

What aroused further suspicion of possible foul play was that Iran’s then Foreign Minister Hossein Amir-Abdollahian, who spoke fluent Arabic and played an integral role in revitalising his country’s ties with the Persian Gulf states, also perished in the accident.

The theocratic clerics style themselves as ‘chess players’ and subscribe to the adage that “revenge is a dish best served cold”.

Nonetheless, it is just a matter of time before their ‘strategic patience’ wears thin given the calamitous year they went through. Not only have their regional proxies turned to dust and the Islamic Revolutionary Guard Corps (IRGC) been reduced to a spent force, but Iran has suffered humiliating setbacks on its territory such as the January 3rd terrorist attack at a commemoration ceremony for the slain Quds Force General Qasem Soleimani in Kerman and the Mossad-led assassination of Hamas leader Ismail Haniyeh in Tehran during newly-elected Iranian President Masoud Pezeshkian’s inauguration.

The fact that Haniyeh was taken out at a guesthouse belonging to Ayatollah Ali Khamenei served as a warning shot to the supreme leader himself. A successful regime change operation in Azerbaijan is Iran’s best bet to outfox and claim much-needed bragging rights over an emboldened Israel. The Islamic Republic has a knack for exporting its ideology by preying on the vulnerabilities of downtrodden masses in neighbouring countries.

Same fate as the Assads?

The industrial scale of corruption that has occurred under Aliyev’s watch and allowed him to allegedly amass a vast ‘empire of hidden wealth’—including luxury off-shore properties in coveted destinations like London and Dubai—could consign Azerbaijan’s first family to the same fate as the al-Assads once the word is out.

Already on a collision course with the European Union and the United States over their finger-wagging and partisanship while not exactly on the best of terms with either Russia or Iran, Aliyev is fast running out of allies who would be willing to step in when his stranglehold on the lawless petrostate is threatened.

Photo: Ilham Aliyev arriving at a meeting of the European Political Community in 2022. © European Union.

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.