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Growth, thirst

From Central Asia's steppes to North Africa's deserts, necessity is mothering a remarkable economic reinvention

May 23, 2025

7 min read

May 23, 2025

7 min read

An orange grove in Northern Morocco. Photo: Dreamstime.

Facing severe water scarcity, regions across Central Asia and North Africa are transforming their economic models to create more sustainable paths to prosperity. The challenge they face is immense—and existential.

In Central Asia, water stress has become a defining feature of the region’s political economy. Kazakhstan, Uzbekistan, and Turkmenistan are experiencing acute pressures, with annual renewable water resources approaching the 500 m³ per capita threshold of absolute water scarcity. The World Resources Institute has classified Uzbekistan and Turkmenistan in the ‘severe water stress’ category, with water stress indices increasing in both countries.

These challenges are compounded by climate change. Temperatures in Central Asia have risen twice as fast as global levels since the 1970s, according to the German Advisory Council on Global Change. The Intergovernmental Panel on Climate Change projects a 2-4°C increase by 2050 and 3-5°C by 2080 for most of the region.

The transboundary nature of Central Asia’s water resources adds a geopolitical dimension to the crisis. Kyrgyzstan and Tajikistan’s desire to use water for hydropower generation in winter conflicts directly with downstream Kazakhstan, Turkmenistan and Uzbekistan’s need for irrigation water in summer, creating a fundamental tension over water management.

This competition for diminishing resources has become a catalyst for economic transformation across the region.

Strategic pivots in agriculture

Agriculture, consuming up to 90 per cent of water withdrawals in some countries, has become the primary sector for reinvention. Here, the most visible evidence of change is the shift from Soviet-era wasteful irrigation systems to more efficient approaches.

Kazakhstan has made significant strides in upgrading its agricultural infrastructure. According to the Ministry of Agriculture, water losses during transportation have been reduced by 25 per cent through the reconstruction of 14,000 kilometres of irrigation canals. The country has also begun implementing 411 projects to develop water management facilities, including the rehabilitation of 575,900 hectares of irrigated land.

Uzbekistan, once notorious for its thirsty cotton monoculture that contributed to the Aral Sea disaster, has been diversifying its agricultural base, focusing on higher-value products with lower water footprints. This shift represents a strategic recalibration of the country’s relationship with its constrained water resources.

Just this week, the World Bank approved a 200 million US dollars concessional credit to support Uzbekistan  in modernising its irrigation and drainage infrastructure and improving the quality of irrigation service delivery. The project aims to reduce water losses and increase the energy efficiency of irrigation systems across five regions of the country.

In North Africa, Morocco and Egypt are pursuing similar agricultural transformations. Morocco’s Green Morocco Plan and subsequent Green Generation 2020-30 strategy have emphasised drip irrigation to improve water efficiency in agriculture. Under the Green Morocco Plan, the kingdom put a total of 542,000 hectares under drip irrigation systems, quadrupling the area of agricultural land under such technology.

Egypt faces even more severe constraints. With per capita water resources falling from 2,526 m³/year in 1947 to less than 700 m³/year in 2013, the country is far below the 1,000 m³/year threshold deemed necessary by the UN to provide adequate water for drinking, agriculture, and nutrition.

Egypt has responded by converting over 200,000 hectares from flood irrigation to precision drip systems since 2018, according to the Egyptian Ministry of Water Resources.

Technological leapfrogging

The water crisis has forced these regions to adopt technologies that more water-abundant economies implement more gradually. Morocco is investing heavily in desalination powered by renewable energy to break the water constraint on economic growth.

According to Morocco’s National Water Plan 2020-50, the country plans to triple its desalination capacity by 2030, adding nine new plants to the existing facilities.

Egypt is similarly embracing technological solutions. Cairo-based start-ups developing soil moisture sensors and automated irrigation controllers are exporting their innovations across Africa and the Middle East, turning water scarcity expertise into an exportable service.

Kazakhstan and its Central Asian neighbours are developing water-efficient industrial technologies, particularly for the mining sector. Metallurgical plants have been required to implement water recycling technologies that recover up to 85 per cent of process water, according to the Kazakh Ministry of Industry and Infrastructure Development.

The most ambitious water reinvention strategies involve comprehensive shifts in economic structure. Morocco’s Tangier Tech City exemplifies this approach, combining water-efficient design with industries specifically selected for low water intensity: software development, financial services, and advanced logistics.

Egypt’s Knowledge City near its New Administrative Capital follows a similar model, focusing on information technology, business process outsourcing, and educational services. These developments represent strategic bets that knowledge economies can flourish even in water-scarce environments.

The policy reformation challenge

Water governance remains the most significant obstacle to transformation. All these regions face the challenge of reforming water pricing and allocation systems built during eras of greater abundance.

Morocco has historically maintained artificially low water tariffs for agriculture, incentivising water-intensive crops. According to the Institute for Research in Free Market Economics, while the value of water based on agriculture revenue is around 70 US cents per cubic metre, farmers currently pay only about four US cents per cubic metre, severely distorting conservation incentives.

Abandoned fishing boats stranded on the dried seabed of the Aral Sea, a symbol of the water scarcity crisis in Central Asia.
Abandoned fishing boats on the desert plains that were once part of the Aral Sea. Photo: Dreamstime.

Central Asia faces similar challenges, compounded by the legacy of Soviet-era water management systems designed without regard for national boundaries or sustainable use. The International Crisis Group notes that governance is dominated by outdated quota systems, with water monitoring facilities falling into disrepair and countries routinely accusing each other of exceeding quotas.

Egypt’s water price reforms have been similarly tentative. According to the World Bank, irrigation water remains significantly underpriced, hampering conservation efforts and sustainable infrastructure development.

The export paradox

A central tension in these water-stressed economies is the role of agricultural exports in their economic strategies. Morocco’s agricultural exports grew significantly under the Green Morocco Plan, with early vegetables increasing by 66 per cent from 760,000 tonnes in 2009 to 1,265,000 tonnes in 2019, and citrus fruits by 38 per cent from 460,000 tonnes to over 607,000 tonnes in the same period.

Critics argue this export orientation effectively means these water-scarce regions are “exporting water” through agricultural commodities. Egypt now imports more ‘virtual water’ (the water embedded in imported food products) than the actual water supplied by the Nile, according to research published in Nature Communications. This trend raises fundamental questions about the sustainability of agricultural export strategies in water-constrained economies.

These regions face a fundamental reckoning with ecological limits. The progress made thus far, while significant, remains insufficient against the scale of the challenge. Climate projections suggest water stress will intensify, with warming temperatures exacerbating evaporation and changing precipitation patterns.

The economic models emerging across these regions share common elements: high-efficiency irrigation, diversification away from water-intensive industries, technology adoption, and gradually reforming price signals. Yet implementation varies widely, influenced by political constraints, institutional capacity, and historical development pathways.

What’s clear is that these water-stressed economies are pioneering approaches that will eventually become relevant globally. As climate change alters water availability worldwide, the innovations emerging from Central Asia to North Africa may well represent the vanguard of economic adaptation to a water-constrained future.

The water reinvention strategies being tested in today’s most water-stressed regions may well become tomorrow’s global economic playbook.

An orange grove in Northern Morocco. Photo: Dreamstime.

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.