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Harvesting data in the steppe

Kazakhstan is betting on agri-tech to boost productivity—and help feed a hungry world

December 13, 2024

6 min read

December 13, 2024

6 min read

Global food security remains a critical challenge, with nearly 600 million people projected to face undernourishment by 2030.

Economic downturns, conflicts, and climate-related events have driven this shortfall, highlighting the urgent need for increased grain and wheat supplies to stabilise markets and ensure food availability.

As the world works to tackle these issues, countries with extensive arable land and strong potential for grain production and export can play a key role in addressing global food security challenges.

Kazakhstan is one such country.

One of the world’s top ten grain exporters, its expansive arable land, favourable climate for cereal crops, and strategic location along key trade routes enable it to supply grain to regions experiencing shortages, such as Central Asia, the Middle East, and parts of Africa.

Combining traditional agriculture with innovative digital solutions, Kazakhstan is now boosting efficiency, productivity, and sustainability.

In 2024, the country harvested a record 26.7 million tonnes of grain, marking a decade-high and contributing to 12.7 per cent growth in its agricultural sector. Crop production rose by 18.8 per cent, supported by increased investments, while livestock production saw steady gains in meat, milk, and egg outputs.

Kazakhstan’s location as a bridge between Europe, Central Asia, and China provides it with a logistical advantage that is crucial for global supply chains. It serves over 70 countries with its grain exports.

Yet despite its large agricultural land base—over 215 million hectares—and ranking among the top globally in terms of arable land, Kazakhstan is only beginning to tap into its full agricultural potential.

Much of the untapped promise lies in how technology can be used to boost productivity and sustainability, particularly in the context of precision farming and digital agriculture. The government has recognised this and has made moves to invest in the digital transformation of agriculture, which aims to turn Kazakhstan into a regional leader in smart farming.

Sustainable modernisation

Kazakhstan’s push for agricultural digitisation is central to its Digital Kazakhstan programme, launched in 2018 to drive economic growth and improve quality of life through innovation.

By integrating technologies such as GPS-guided equipment, soil moisture monitoring systems, and digital platforms, the country aims to create a more efficient, resilient, and sustainable agricultural system. Pilot projects in regions such as North Kazakhstan, Akmola, Karaganda, and Kostanay have demonstrated how precision agriculture optimises water, fertilisers, and seeds, boosting yields, reducing costs, and minimising environmental impact.

Kazakhstan is advancing sustainable agriculture through its Agro-Industrial Complex Development Concept (2021–2030), aligned with the Green Economy Transition and 2060 Carbon Neutrality Strategy. Measures include crop diversification, shifting from water-intensive crops like rice and cotton to high-yield alternatives such as oilseeds and vegetables, enhancing yields and soil fertility.

In 2023, 23.3 million hectares were sown. Water-saving technologies now cover 455,000 hectares, with plans for annual expansion and subsidies covering up to 80 per cent of implementation costs.

Efforts also focus on climate-resistant seed development, livestock productivity through genetic improvements, and the adoption of green technologies like solar panels, wind pumps, and organic fertilisers. Kazakhstan’s commitment to global sustainability initiatives, such as the Methane Pledge, is complemented by investments in precision agriculture, pasture restoration, and methane reduction, driving innovation despite challenges like limited rural expertise and financial constraints.

At COP29 in Baku, Kazakhstan’s Ministry of Ecology and Natural Resources partnered with Paris-based Ormex and Chapter Zero Kazakhstan to promote regenerative agriculture.

This initiative seeks to reduce carbon emissions, enhance soil health, and preserve biodiversity, fostering sustainable farming practices tailored to Kazakhstan’s landscapes. This partnership can integrate innovative techniques and training into national climate strategies, aligning the agricultural sector with global sustainability goals.

Another aspect of Kazakhstan’s digital transformation in agriculture involves improving connectivity in rural areas. In February, the World Bank approved a 92.43 million US dollars financing package for the Kazakhstan Digital Acceleration for an Inclusive Economy (DARE) Project, which aims to bring high-quality, climate-resilient broadband access to underserved regions.

Connectivity is a key enabler of modern agriculture, and by expanding internet access, Kazakhstan can ensure that farmers have the digital infrastructure necessary to access precision agriculture tools, digital marketplaces, and knowledge networks.

The Kazakh government’s spending on agriculture has increased, with preferential loans for farmers exceeding threefold to 1.1 billion US dollars in 2024. These funds are expected to rise to three billion US dollars in the coming years, providing the financial backing necessary for farmers to adopt new technologies and practices.

Furthermore, a four billion US dollars investment is being directed towards mineral fertiliser production, addressing the current gaps in fertiliser usage and enabling Kazakhstan to meet both domestic demand and enter export markets.

These investments are part of a broader effort to ensure food security—both at home and abroad. By increasing the production of key crops while also ensuring that the agriculture sector as a whole becomes more efficient, Kazakhstan can help to stabilise global food supplies.

International cooperation

These initiatives also include cooperation with international companies. Notable projects include Coca-Cola’s 55.2 million US dollars plant in Shymkent, PepsiCo and Carlsberg’s joint 500 million US dollars plant ventures, and a 152 million US dollars plant industrial greenhouse by Turkey’s Alarko Holding.

China’s Vodar is also investing 50 million US dollars in a rain machine production facility. The recent establishment of the China-Kazakhstan Smart Agriculture Center in collaboration with Lanzhou University and the Kazakh National Agrarian Research University aims to advance research in agricultural digitalisation, germplasm innovation, and low-carbon technologies.

Such partnerships are crucial for regional cooperation in food security, knowledge sharing, and addressing shared challenges in agriculture.

Kazakhstan attracts investors with a 70 per cent VAT reduction for agricultural producers, customs duty exemptions, in-kind grants, and subsidies for farm-to-market transactions.

Legal protections under the Entrepreneurial Code and support from platforms like the Council of Foreign Investors and the Investment Ombudsman further strengthen its investment climate for domestic and foreign stakeholders.

Kazakhstan is leveraging innovations and digitalisation to position its agricultural sector as a global leader in sustainability and efficiency. Precision farming technologies, including electronic field maps, satellite monitoring, and sensors, optimise crop production, while over 200 digital farms use drones and GPS for real-time soil and crop analysis. Livestock automation and traceability systems further enhance productivity, and innovations like scientific pasture rotation boost cattle weight and farm revenue.

The government is also focusing on digital literacy, equipping agricultural workers with the skills to use new tools and platforms. Digital platforms now connect farmers directly with suppliers and buyers, streamlining supply chains and reducing costs.

The adoption of new technologies is not without hurdles—limited access to financing, digital infrastructure, and the need for training are barriers that need continuous addressing.

However, Kazakhstan’s efforts to modernise its agricultural sector through digital innovation and sustainable practices highlight its potential to address global food challenges.

The country’s strategic location, vast arable land, and increasing investment in technology position Kazakhstan as a valuable contributor to supporting the international community’s efforts to ensure food stability.

Photo by Kate Ibragimova on Unsplash.

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.