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Kazakhstan bets on code, not commodities

But digitalisation alone won’t make Kazakhstan a tech powerhouse

May 23, 2025

6 min read

May 23, 2025

6 min read

Photo: Dreamstime.

When Kazakhstan declared independence from the Soviet Union in 1991, it inherited vast oil reserves, a launch pad to space, and the skeletal framework of a centrally planned economy. For much of the next two decades, hydrocarbons dominated its economic narrative, funding rapid urban development and fuelling GDP growth. But now, the story is changing.

With digitalisation embedded into national strategy and artificial intelligence (AI) emerging as a national priority, Kazakhstan is making a notable—though not unchallenged—pivot from hydrocarbons to high-tech. In doing so, it offers a test case for how resource-rich nations might evolve into digital economies without discarding their industrial past.

A digital state emerges

Since launching its Digital Kazakhstan program in 2017, the country has invested heavily in infrastructure, public services, and startup development. The results are quantifiable. More than 93 per cent of public services are now accessible online, and 86 per cent of them via smartphone—figures that place Kazakhstan ahead of several OECD countries in digital governance metrics.

In 2024, the UN E-Government Development Index ranked Kazakhstan 24th out of 193 countries, placing it above nations such as France, China, and Canada.

Digital governance is a lever for broader efficiency. One innovative example is Kazakhstan’s Digital Family Card, an AI-assisted platform that automatically identifies families in need and allocates social support without requiring them to apply.

Honoured at the World Government Summit in Dubai, the system is part of a larger push toward “invisible governance”—services that work in the background without bureaucratic friction.

Moreover, Kazakhstan’s eGov Mobile app now enables everything from vehicle registration to accessing housing and healthcare services. In a nation where distances between cities stretch hundreds of kilometres, digital government is a necessity.

The AI pivot: Beyond automation

Central to Kazakhstan’s tech evolution is a national AI Development Concept (2024–29). The country has announced plans to train one million AI-capable professionals and is investing in infrastructure that supports this ambition. One cornerstone is Alem.AI, an international centre for AI research and start-up incubation, housed in Astana’s futuristic Nur-Alem pavilion from Expo 2017. Its mission is to drive innovation and expand AI across economic and public life.

The centre is part of a broader attempt to root AI in education and entrepreneurship. With programmes like Tomorrow School and Tumo Education, Alem.AI expects to train over 1,000 AI specialists, launch 100 AI start-ups, and support 10 AI research projects.

At the government level, the Centre will host situational and GovAI project offices to embed AI directly into public service processes—reinforcing Kazakhstan’s goal to become a regional AI leader.

Elsewhere, Kazakhstan has partnered with the UAE’s Presight and its national sovereign wealth fund, Samruk-Kazyna, to develop a state-of-the-art AI supercomputer and data centre cluster—a foundational step for advanced AI modelling, particularly in underrepresented languages.

But AI is not confined to research labs. Start-ups like Cybernet.ai are deploying voicebots for customer service, while Higgsfield AI, backed by US investors, has developed systems to train complex machine learning models. These initiatives are complemented by KazLLM, Kazakhstan’s first language model, tailored for multilingual applications in public services and education.

From fossil fuels to future hubs

The shift from oil to innovation does not mean abandoning Kazakhstan’s legacy infrastructure. In fact, the digital leap is occurring on the back of institutions and assets once geared toward energy and aerospace.

Consider Astana Hub, the nation’s premier start-up technopark. Established in 2018, it now hosts over 1,600 companies, including 437 with foreign participation, and has attracted more than 700 million US dollars in investment. It offers a zero-tax regime, simplified visa processes, and online company registration—creating a frictionless environment for entrepreneurs.

Unicorns like TikTok, Playrix, and inDrive have chosen Astana Hub for regional operations, lured by Kazakhstan’s cost competitiveness and strategic location between Europe and Asia. With 3.6 billion US dollars in total start-up revenue and 1.2 billion US dollars in cumulative IT service exports, the hub is rapidly becoming Central Asia’s answer to Singapore or Dubai.

Even Kazakhstan’s Soviet-era space legacy is being reframed. The country hosts the world’s oldest and largest launch facility at Baikonur. But today, attention is shifting to digital frontiers. The Silkroad Innovation Hub, based in Silicon Valley, is focused on connecting Central Asian talent with global tech networks.

Balancing innovation and governance

That said, the transition is not without its complexities. Kazakhstan, like many rapidly digitising nations, faces the challenge of aligning its administrative systems with the demands of a dynamic tech sector. While its digital public services are among the most accessible in the region, rural connectivity remains an area for continued investment.

Still, the government has taken notable steps—extending high-speed internet to over 1,200 rural communities in recent years—to close the digital divide.

The country’s telecommunication infrastructure, currently ranked 41st globally, lags behind its strong performance in online services and e-government. Yet, ongoing infrastructure upgrades and public-private partnerships are helping to raise standards nationwide.

Meanwhile, Kazakhstan’s plan to open 16 TB of anonymised structured data to businesses presents both opportunity and responsibility. Recognising this, the government is working to strengthen data governance frameworks, with a focus on transparency and public trust. Initiatives like the Neo Nomad Visa, a special residency scheme designed to attract skilled digital professionals, remote workers, and entrepreneurs, show Kazakhstan’s intent to position itself as a regional innovation hub.

The visa offers simplified entry and residency procedures, enabling international talent to live and work in Kazakhstan while contributing to its growing digital ecosystem. At the same time, efforts to retain domestic talent, such as the AI-Sana training programme, which aims to educate one million AI-capable workers, and expanded startup support through Astana Hub, are creating an environment where skilled professionals increasingly see a future at home as well as abroad.

A post-oil future?

As the world slowly transitions from fossil fuels, Kazakhstan faces a dual imperative: decarbonise its economy and diversify its sources of prosperity. The digital and AI sectors offer a viable path. Kazakhstan’s strength lies in its willingness to experiment, to pilot GovTech reforms, to attract global players, and to invest in human capital.

Digitalisation alone won’t make Kazakhstan a tech powerhouse. But when combined with clear strategy, cross-sector collaboration, and openness to global standards, it can become a blueprint.

For now, Kazakhstan’s pivot from pipelines to platforms is real. The country that once launched Soviet rockets into orbit is now launching start-ups and AI models into the global digital economy.

Photo: Dreamstime.

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.