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The Silk Road to skills

As Central Asia's economies reinvent themselves, so are their education systems

January 22, 2025

7 min read

January 22, 2025

7 min read

It is early morning in Tashkent, and a class of uniformed teenagers is about to begin a new day at the Presidential School, one of several ambitious new academies founded in 2019.

The students, each carefully selected on the basis of a rigorous exam, are greeted by teachers trained to emphasise critical thinking over rote memorisation—a stark shift from the Soviet-era practices that once dominated Uzbekistan’s classrooms.

Here, interactive lessons in coding and robotics displace endless recitations of facts. Instructors sprinkle their English-medium lessons with group discussions, encouraging students to pose questions and challenge assumptions.

This scene—unthinkable a decade ago—is part of a broader transformation shaking up education systems across Central Asia.

Legacies of the past

For much of the post-Soviet period, the education models in Kazakhstan, Kyrgyzstan, Tajikistan, Turkmenistan, and Uzbekistan remained heavily indebted to the teaching styles and curricula inherited from Moscow.

Under that system, teachers lectured, pupils listened, and discipline was strict. Pupils who displayed too much curiosity were often told to stick to the textbooks. While the Soviet model successfully boosted literacy rates and laid a foundation of basic schooling for millions, critics say it did not keep pace with modern workplace demands.

Today’s employers require graduates adept at problem-solving, teamwork, and innovation—skills not fostered by rote learning.

Soviet-influenced curricula also excelled at producing specialists in subjects that served centrally planned economies—heavy industry, engineering, agronomy—often at the cost of the humanities and creative pursuits.

In a region now striving to diversify beyond commodity exports, the old approach appears increasingly out of date. Younger generations seek training in business, IT, and global languages, not simply memorisation of physics formulas.

Governments, too, have begun acknowledging that if they do not overhaul their education systems, they risk lagging behind more agile rivals in Southeast Asia or the Middle East.

Classrooms in flux

In an effort to turn the tide, local authorities in Central Asia are making bold moves to stimulate education reform.

Uzbekistan’s Presidential Schools, scattered across major cities, have embraced student-centred teaching methods, including interdisciplinary projects and debate competitions.

Meanwhile, Kazakhstan introduced the Nazarbayev Intellectual Schools, which combine advanced STEM curricula with language immersion in Kazakh, Russian, and English.

These experiments go beyond cosmetic changes. Administrators are recruiting teachers from abroad, forging links with universities in Britain or the United States, and shaking up centuries-old pedagogical norms by offering frequent professional-development sessions for local educators.

Tech-savvy instruction features prominently in this new wave of reforms. Ministries of education are allocating funds to equip classrooms with computers, interactive boards, and high-speed internet. In Almaty, for instance, entire pilot districts are switching to digital textbooks, enabling students to access online resources that supplement classwork.

Private companies, too, are joining the fray. Coding academies, robotics clubs, and hackathons have become more common, tapping into a latent enthusiasm for science and technology. Kyrgyzstan’s TUMAR Tech Challenge, named after a traditional amulet, offers a taste of Silicon Valley to bright pupils who might otherwise lack exposure to cutting-edge tools.

A further strand of the region’s educational innovation is linguistic diversification. Kazakh, Uzbek, and other local languages retain pride of place, but English is increasingly seen as a passport to global opportunities.

Language immersion programmes, particularly in urban centres, are booming. Even Russian—a lingua franca in the post-Soviet realm—now competes with Mandarin in some Kyrgyz or Tajik schools, underscoring China’s economic sway.

The net result is a multi-lingual generation with greater access to international information flows, albeit at the cost of potential cultural friction over which languages to prioritise.

Looking outward

Central Asian governments are also ramping up international collaboration. Uzbekistan and Kazakhstan have each launched scholarship schemes encouraging talented students to study abroad, provided they return home to bolster local development.

Kazakhstan’s Bolashak (meaning “future”) scholarship, founded in 1993, famously funded the overseas education of thousands of promising students, many of whom now occupy influential roles in government and business.

Uzbekistan has instituted similar programmes in recent years, seeking to harness the talents of a young, ambitious population.

Foreign universities, meanwhile, are increasingly planting roots in the region. British, American, and Turkish higher-education institutions have opened satellite campuses or joint-degree programmes to capture the swelling demand for globally recognised qualifications.

Tashkent boasts a campus of Westminster International University, while Almaty hosts branches of Britain’s De Montfort University and other foreign schools. These initiatives aim not only to raise academic standards but to encourage cross-border research collaborations.

Shared projects on everything from water management to agriculture technology draw researchers from diverse backgrounds, often with the support of international donors like the World Bank or the Asian Development Bank.

Collaboration among Central Asian nations themselves remains more modest. Political tensions, border disputes, and bureaucratic hurdles can hamper attempts to coordinate education strategies. Still, regional summits occasionally produce pledges to share best practices or harmonise qualifications.

The Collective Security Treaty Organisation or the Shanghai Cooperation Organisation, though primarily focused on security, increasingly discuss youth and education cooperation, reflecting a recognition that deeper social ties can underpin peace and prosperity.

Levelling the field

One of the greatest challenges for policymakers is ensuring that these reforms benefit all, not just urban elites. In remote areas of Tajikistan, the legacy of underinvestment in schools is glaring.

Classrooms can be dilapidated, textbooks outdated, and teachers often poorly paid or absent. Internet access, a prerequisite for many innovations, is patchy beyond major cities. While the shift toward interactive, digital instruction excites wealthier parents, those in mountain villages may wonder if they will ever see these teaching methods.

Yet the potential social impact of higher-quality schooling is vast. Experts argue that education reforms can do more than cultivate the next generation of IT entrepreneurs.

They can reduce unemployment, keep rural populations anchored at home, and curb the region’s reliance on labour migration to Russia or Turkey.

Equipping young people with the skills to start businesses—ranging from artisanal craft exports to online consultancy—could transform the economic landscape of a region often overshadowed by commodity markets and big-power politics.

Indeed, for those with drive, the new educational opportunities are a springboard to upward mobility. Girls, in particular, stand to gain. Conservative social norms in parts of the Ferghana Valley or western Turkmenistan have traditionally limited girls’ schooling beyond primary level.

Promoting science camps, coding clubs, and scholarships specifically for female students can unlock vast pools of untapped talent. These steps, if implemented effectively, promise to shift cultural expectations and produce more women in leadership positions—whether in tech firms, universities, or government ministries.

The road ahead

Reforming education in Central Asia, though promising, is no quick fix. Classroom renovations are easier to announce than to complete, and rolling out advanced curricula requires far more teacher training and infrastructural upgrades.

Corruption and nepotism linger in some corners of the education system, and political instability—exemplified by leadership transitions—can stall or reverse progress. Even so, few dispute that Central Asia’s future depends on nurturing a cohort of creative, adaptable citizens ready to compete on the global stage.

From Tashkent’s pioneering academies to Kyrgyzstan’s nascent tech hubs and Kazakhstan’s internationally connected universities, evidence of change is mounting.

More parents are rejecting the old rote-driven model, and local employers are clamouring for graduates who can innovate rather than memorise. If governments can keep expanding these opportunities beyond the major cities, Central Asia may begin to shed its Soviet legacy and forge a vibrant, knowledge-driven identity.

The sight of uniformed teenagers tinkering with robots before discussing Shakespeare in English is, after all, more than mere symbolism—this new generation embodies the region’s best hope for broad-based, sustainable development.

Photo: Uzbekistan Presidential Schools official Facebook page.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst 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.