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Economy in focus: Uzbekistan

Uzbekistan’s economy has proven resilient to recent global challenges

January 16, 2024

5 min read

January 16, 2024

5 min read

 One of the youngest and fastest growing countries in the world (it has the highest birthrate of anywhere in Central and Eastern Europe and Central Asia), it’s a confident Uzbekistan that begins 2024.  

With a GDP growth rate of between 5.5 and 5.8 per cent forecast for the next three years, the country’s economy is poised to maintain a robust expansion—the country’s growth forecasts are the highest for any country in Central and Eastern Europe and Central Asia.  

This growth is driven by strong performance in agriculture and services—notably information technology (IT), which the government has been keen to promote as a cornerstone of its development strategy.  

Indeed, Uzbekistan’s IT sector has emerged as a beacon of innovation and entrepreneurship, with the government implementing policies to foster an ecosystem conducive to start-ups and tech giants alike. This includes the creation of IT parks, tax incentives, and educational reforms aimed at bolstering a tech-savvy workforce.

The fruits of these labours are beginning to be seen, with a burgeoning digital economy contributing to the diversification away from traditional mainstays such as agriculture—particularly cotton—and natural resources.  

Not that Uzbekistan’s cotton industry has been neglected. Indeed, the sector has seen a resurgence over the past two years since the end of an international boycott, experiencing solid growth and a shift to the production of high quality textiles.

Uzbekistan is the world’s sixth-largest cotton producer but a boycott of Uzbek cotton, initiated in 2010 by the Cotton Campaign over the use of forced labour in the harvest, hit revenues. In 2021, however, the World Bank found that forced labour had been eliminated and the boycott was lifted in 2022.  

Other key sectors include industry, particularly in energy and mining. Uzbekistan is a leading producer of natural gas, gold, and uranium. The government is also focusing on developing the automotive, machinery, and chemical industries. 

In the services sector, tourism has been identified as a key potential growth area. Uzbekistan’s rich cultural heritage, such as the Silk Road cities of Samarkand, Bukhara and Khiva, present opportunities to attract international visitors, and the government has eased visa restrictions for many nations in order to facilitate this, as well as build an impressive new airport at Samarkand. 

The challenge of politics 

However, the economic narrative of Uzbekistan is not without its challenges. The political context remains a crucial factor, with the government’s reform agenda being carefully balanced against the backdrop of regional geopolitical dynamics.

Uzbekistan has, like its neighbours, refused to support Russia’s invasion of Ukraine, and has vowed to abide by Western sanctions despite maintaining close ties with Moscow. The administration’s efforts to maintain stability and attract foreign investment are critical, especially as the country seeks to enhance its role on the international stage. 

A high profile visit to the country by French President Emmanuel Macron in November last year was viewed as a success. “President Mirziyoyev and I have agreed to build a strategic partnership,” Macron—who was accompanied by a large trade mission—said during the visit.

Since taking office in 2016, President Shavkat Mirziyoyev’s administration has been marked by a series of comprehensive reforms aimed at modernising the economy and improving governance. The political landscape, while still evolving, has seen increased visibility for a hitherto rubber stamp parliament and a push for more transparent decision-making processes. 

The government’s anti-corruption drive and efforts to strengthen the judiciary have been significant, with a growing number of prosecutions of officeholders for alleged corruption. These measures are crucial for fostering a business environment that is conducive to investment and economic growth. 

However, the political system remains president-centric, and critical discussion is not always encouraged.  

Falling inflation, falling poverty rates 

Inflation, which has been a persistent thorn in the side of economic stability, is expected to trend downwards in 2024, with the government targeting a rate of under 10 per cent. According to the International Monetary Fund (IMF), at the end of 2023, the 12-month inflation rate was projected to have declined by more than three percentage points—compared to the same period last year—to nine per cent, helped by a high real policy rate, a value-added tax rate cut, and lower international food and energy prices. 

The fiscal policy is set to remain expansionary, with the consolidated budget deficit projected to have been around 5.5 per cent of GDP for 2023. This is indicative of the government’s commitment to investing in social infrastructure, education, and healthcare, essential for long-term sustainable growth.  

The government aims to reduce the consolidated deficit to four per cent of GDP in 2024 and three per cent in 2025. This will rebuild fiscal buffers to respond to potential shocks and help reduce inflation, which particularly benefits the poor, says the IMF. The World Bank meanwhile suggests that the national poverty rate is projected to have fallen marginally to 13.9 per cent in 2023. The government aims to halve the poverty rate by 2026. 

A balancing act 

Uzbekistan’s economy in 2024 is a study in balancing act—between harnessing the potential of emerging sectors like IT and managing the macroeconomic levers to ensure stability.  

With a strategic eye on both domestic reforms and the global economic order, Uzbekistan is charting a course towards sustainable prosperity, but analysts believe that it will need to speed up the process of privatisation in order to fully deliver a prosperous market economy. Management of enterprises which remain in government ownership will need to be improved. 

Nevertheless, Uzbekistan’s economy is on a positive trajectory, with key sectors showing potential for growth and a government committed to reform. The political climate, while still controlled, is showing clear signs of gradual opening, which could further enhance the country’s economic prospects and attractiveness to foreign investors. 

As Uzbekistan continues to navigate its path towards becoming an upper-middle-income country, the interplay between economic reforms and political developments will be crucial in shaping its future. 

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.