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Desert blooms

The unlikely urban renaissance underway in much of Central Asia

January 15, 2025

8 min read

January 15, 2025

8 min read

Photo by Tim Broadbent on Unsplash.

As the midday sun reflects off the sleek, tall towers of the Kazakh capital Astana, the city can appear to have sprung from the wide Kazakh steppe as if conjured by an architect’s wild imagination.

Shimmering glass facades play host to images of the surrounding desert plains, reflecting both an ancient landscape and a modern impulse toward grandeur.

On ground level, broad boulevards frame manicured lawns and futuristic sculptures, while the air buzzes with the hum of yet more construction. Cranes punctuate nearly every vista, testifying to the city’s relentless ambition to reshape its skyline and declare itself a regional hub for innovation and progress. Astana’s story, however, is but one chapter of the remarkable urban transformation that is underway across Central Asia.

These cities of the steppe—once largely defined by Soviet-era uniform blocks and utilitarian planning—are catching the world’s eye with sleek new districts and infrastructural leaps.

Astana’s metamorphosis from a modest town to a capital of over a million inhabitants illustrates the region’s appetite for reinvention. No longer content to be outposts between Europe and Asia, these cities aspire to become self-sustaining powerhouses in their own right.

The thirst for grand architectural statements is part of a wider plan to position Central Asia on the world map for trade, culture, and investment. But behind the gleaming facades lies a more complicated narrative of social disparities, climate challenges, and the delicate dance between preserving heritage and heralding innovation.

The projection of modernity

Astana’s rapid architectural development is a testament to Kazakhstan’s broader national strategy. The city has devoted ample resources to iconic structures such as the Bayterek Tower, a soaring monument whose silhouette has become as emblematic as other global landmarks.

Government ministries and corporate headquarters are housed in contemporary complexes designed by international firms eager to showcase their prowess on this new frontier of possibility. The public response has been a blend of pride, excitement, and apprehension.

While locals applaud the job opportunities generated by major construction projects, many worry that the city’s galloping growth may leave some residents behind. Rising property prices, an increasingly congested transport network, and doubts about long-term sustainability lurk behind the glossy promise of these futuristic urban trappings.

Astana’s Bayterek Tower.

Further south, Tashkent has embarked on a broad-based regeneration programme that promises to reverse years of stagnation in Uzbekistan’s largest city.

Since the country began opening up economically and politically in recent years, Tashkent’s planning authorities have been given ample scope to think creatively about reviving historic neighbourhoods while encouraging new development.

Nondescript Soviet-era buildings along central thoroughfares have been repurposed or replaced by upscale retail outlets, restaurants, and cultural centres. Tree-lined avenues that once suffered from neglect are now receiving a facelift, with expanded pedestrian zones and improved public transport.

Like Astana, Tashkent symbolises a broader attempt by its government to project modernity. The hope is to tempt investors, multinational firms, and a tourist base that has typically overlooked the region’s wealth of Islamic architecture and Silk Road history.

Brand Central Asia

Almaty presents another angle of Central Asia’s urban transformation. Formerly Kazakhstan’s capital, it relinquished that status to Astana but remains the country’s financial and cultural heart. Tucked beneath the imposing peaks of the Tian Shan mountains, Almaty’s silhouette is less futuristic than Astana’s but brims with a creative energy all its own.

Elegant boulevards lined with cafes, galleries, and small tech start-ups have turned once-dreary spaces into vibrant cultural districts. A wave of young entrepreneurs, many educated abroad, has spurred the opening of co-working spaces, art collectives, and boutique hotels. The city has also invested heavily in transit systems and green spaces to accommodate a growing population.

Residents, meanwhile, have shown an eagerness to engage in community projects designed to preserve Almaty’s charm while ushering in a new era of cosmopolitan verve.

Such evolution inevitably hinges on technological innovations. Across the region, municipal authorities speak enthusiastically about plans to implement smart grids, install public Wi-Fi networks, and deploy sophisticated traffic management systems.

Astana leads the pack with experimental pilot programmes that marry artificial intelligence and data analytics to optimise energy consumption and monitor urban mobility. Tashkent and Almaty are hardly far behind.

Their governments have announced partnerships with global technology firms to provide the digital backbone required to support rapidly expanding populations. Yet sceptics question whether these moves will be more than mere exercises in branding.

Ensuring these high-tech aspirations translate into genuine improvements for everyday residents—reliable electricity, faster internet connections, safer roads—will demand political will, transparent governance, and consistent funding. No city can remain at the mercy of underinvestment in the intangible infrastructure on which every metropolis depends.

Social inequality

In embracing these improvements, Central Asia’s cities must also confront widening social inequalities. The wave of rural-to-urban migration continues unabated as families leave diminishing agricultural opportunities in the countryside to seek better livelihoods in the city.

Their arrival places mounting pressure on housing markets, social services, and job availability. In Astana, the glitzy new developments do little to solve the gap in affordable residences. Many new arrivals find themselves in unregulated settlements on the fringes of the city, lacking decent sanitation or steady access to utilities.

Tashkent has tried to address similar challenges through controlled housing projects, but private real-estate developers often cater to higher-end segments, leaving low-income families to fend for themselves. As policymakers race to attract global businesses, they must be careful not to neglect basic amenities like schools, clinics, and public transport for the city’s most vulnerable. Failing to do so risks breeding resentment and undermining the cohesion upon which a truly modern city depends.

Healthcare and education disparities also loom large. Even as new hospitals appear with cutting-edge equipment, they remain inaccessible to many rural migrants, either due to cost or location. Meanwhile, posh international schools are sprouting across urban centers, catering to an affluent class that can afford steep tuition fees.

Local public schools, by contrast, often struggle to keep pace with increasing enrollment and a shortage of qualified teachers. Addressing this imbalance is essential, given Central Asia’s goal of fostering a generation of skilled workers capable of supporting complex digital economies. Programmes to retrain teachers, upgrade classrooms, and offer subsidised health insurance may help close these gaps, but they require deep pockets and political resolve.

Climate resilience

Amid these social and technological shifts, city planners in the region have begun taking climate resilience more seriously. Astana, perched on a windy steppe with extreme winter temperatures, faces distinct challenges in heating and sustainability.

The city’s grid must manage energy demand spikes during sub-zero months, a problem that calls for improved insulation in buildings, modernised heating networks, and the deployment of renewable power where feasible.

Tashkent, by contrast, contends with scorching summers and occasional water and power shortages. One response involves the creation of green corridors—linear parks and tree belts that reduce urban heat and help manage stormwater.

Almaty, set against looming mountains, has to grapple with the possibility of flash floods and mudslides triggered by glacial melt. Efforts to build flood defences, improve drainage systems, and preserve natural watershed areas are no longer the preserve of environmental activists alone; they are high priorities for municipal governments eager to protect their rapidly expanding populations.

The pursuit of climate resilience aligns closely with the question of how to maintain livability amid breakneck development. Green spaces are no longer an afterthought but rather an integral part of city planning.

Almaty has embarked on projects to rehabilitate its rivers and open up recreational areas for locals, fostering an appreciation for the local environment that can help galvanise further initiatives. In Tashkent, authorities have experimented with community-driven waste management schemes, where citizens are encouraged to separate recyclables and keep public parks clean.

These measures, while modest, speak to an encouraging shift in mindset—a recognition that sustainable urban growth must involve not merely erecting modern structures but also ensuring that every city has a viable plan to handle the environmental consequences of expansion.

More than a crossroads

For all these shared challenges, Central Asia’s cities remain unique, shaped by histories that link Turkic, Persian, Russian, and Soviet legacies. The question is whether their evolution can be guided in a way that balances the appeal of shining skyscrapers with the equally pressing needs of housing, healthcare, and community well-being.

Astana, Tashkent, and Almaty demonstrate that Central Asia is more than just a crossroads for trading caravans and pipelines. If they can navigate social inequalities and the looming effects of climate change while seizing the opportunities of digital innovation, these urban centres stand poised to become dynamic hubs in their own right.

The process of transformation might not be smooth or evenly distributed, but these cities have shown a remarkable capacity for reinvention. Their next chapter will be written in the shimmering skylines, digitised transport systems, and green corridors that connect residents to the landscapes of their ancestors.

If done thoughtfully, the journey from post-Soviet sprawl to twenty-first-century metropolises could offer a model of resilience for much of the developing world—and indeed for all cities seeking to marry ambition with equity and sustainability.

Photo by Tim Broadbent on Unsplash.

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis 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.