Starting Point
I joined the company in April 2024 and, while assessing the current situation, I noticed that the approach to the regional strategy in place at that time did not always take into account the unique characteristics of each region. This trend was evident across many business areas: in creating digital solutions and products, in communication, in service, and most importantly — in developing priorities for building and modernizing the network. Each region is like a separate country with its own challenges, opportunities, and needs, along with its unique history, culture, and mentality. It felt as if a decision had been made that one size and shoe model fits all. But that’s not the case.
We then began an in-depth analysis, which simply confirmed the obvious — that a universal approach through a centralized management model not only does not work, but also creates a serious barrier to unlocking potential and finding new sources of growth.
We need a flexible, tailored approach that takes into account the specifics and needs of each region and each client. I saw that there was a lack of dialogue between the regions and the central office. Some meetings were held, of course, but not more than once a year, which is certainly ineffective from an operational management perspective and only works for exchanging ideas.
Dialogue
I started with the most obvious step — creating a special discussion platform for real communication that would occur continuously at all levels, involving regional leaders and the head office.
In June 2024, we held the first conference “Regions in Focus.” This was not just another event; we openly discussed all the questions, problems, and opportunities that our teams face in the regions. We listened to everyone, which gave us incredible clarity.
After the first conference, we compiled a massive list of tasks — several hundred items, and to date, much of it has already been accomplished. We see real changes and positive dynamics. Most importantly, we have started to understand much better what is happening in the regions, which allows us to move in the right direction.
We know for sure that our goal is to be the best in each region, and for that, a personalized approach is necessary. We already understand which offers and services will work and where infrastructure needs modernization.
Reset
One of our ambitious projects is the refarming of frequencies, which we are implementing in partnership with the Ministry of Digital Development. Minister Zhaslan Madiyev actively supports this initiative. As part of the project, we are shutting down the outdated 3G technology, which was launched back in the 2000s, transferring all our subscribers to faster and more modern technologies — 4G and 5G. We have already completed this process in many major cities, and next year we plan to continue across all regions of Kazakhstan. This transition will allow us to offer users a higher quality service. We are confident that this will improve the quality of life for our subscribers, making it more convenient and comfortable.
We understand that the distribution of 5G-enabled devices among users is currently uneven, and thus refarming becomes a strategic necessity. This is an opportunity to strengthen our technological leadership. However, when entering each region, we primarily consider the interests of the customer. We ask ourselves: what will be better for this region? To deploy 5G at full capacity or to offer refarming and transition users from outdated 3G to faster 4G, and only then supply fifth-generation internet?
We continue to actively invest in network development to make 5G available even in the most remote corners of the country. Our construction teams are working around the clock, at full capacity, to deploy this network as quickly as possible.
Breakthrough
It is important to track trends, catch them, or create them. Everyone knows that needs vary not only in cities but also in rural areas. And here we encountered a surprise: the demand for data transmission in rural areas is sometimes even higher than in cities. Why? Because access to infrastructure in such places is much more complicated, and the need for fast internet is becoming increasingly pressing. This opens up enormous opportunities for new services, and we do not intend to miss them.
One such service is the FWA (Fixed Wireless Access) technology. This solution allows us to solve the internet issue in homes literally within a few hours, providing stable and fast connections even in the most remote parts of the country. In fact, this is a breakthrough. We are ready to offer this service to every client, including in rural areas. We see that 5G FWA is not just a technological innovation, but a growth point for our company and the industry as a whole. We are confident that this is one of the most promising paths for future development. I can confidently say that in Kazakhstan, we are not just catching this trend; we are creating it.
Synergy
The development of the company is impossible without investing in people. Technologies are important, but the real strength of a business lies in a strong team that knows how to effectively use these technologies and adapt them to the needs of their region.
It is critically important for us to invest in people — their training, experience sharing, and professional skill development. We want every employee to not only grow within the company but also become a leader in their region. After all, they are the foundation of our business. They are the ones who ensure a high level of service every day and care for each client.
We have started holding regular meetings and conferences, such as “Regions in Focus,” where our best employees can share experiences, achievements, and challenges, as well as get to know colleagues from other regions. These events create a wonderful platform for growth and knowledge exchange. We have also begun inviting our employees to important business events in Almaty, Astana, and other cities, so they can interact with industry leaders and adopt best practices.
In 2025, we have planned a comprehensive program for developing leadership and professional competencies among our regional employees. We are confident that investing in our employees is the key to our success and growth in the future.
Holacracy
Is it possible to be a 100% autonomous leader in decision-making, prioritization, and budget management? We are confident that the answer to this question is yes, but it requires delegating authority locally. Let’s be honest: centralized management has its advantages, but it does not allow for gathering all the information that is truly important for the business. We understand that making the right decisions requires trust and delegating authority to those on the ground.
We delegate authority to regional leaders. This enables them to make quick decisions, adapt to local conditions, and act as effectively as possible. This is key to a dynamic and flexible business.
At the same time, we are increasingly adopting the principles of holacracy, where the company structure becomes less hierarchical and more networked, and decisions are made closer to the “front lines.” In holacracy, every employee has the opportunity to take responsibility for decisions that align with their role and area of expertise, regardless of their level within the company. This not only accelerates processes but also stimulates creativity and initiative.
Holacracy helps us create a culture of mutual trust and accountability, where everyone feels part of the process and can influence changes in the company. This fosters quicker responses to customer requests and market changes, as well as allows for rapid adaptation of strategies in response to new challenges.
Reality
For me, it is very important to be on-site, to understand the real picture. I have a history where I, as the leader of a large company, traveled almost all over Kazakhstan within six months. And I have similar plans now. Despite a busy schedule, I intend to visit as many regions as possible. This is not just a task; it's a necessity. It is important not only to communicate with colleagues but also to understand how our services are perceived by clients. These trips always yield new ideas and perspectives, and I am convinced that this is how we can make our business more vibrant and successful.
And here’s an important point: I believe that all leaders, not just those involved in operational activities or strategic planning, should visit the regions. Online has opened up limitless opportunities for networking, experience sharing, and learning best practices from around the world. But to be a truly effective leader in a country with such a vast territory as Kazakhstan (let me remind you, it is the ninth largest country in the world), it is important not just to study data from a computer screen. It is essential to be physically present to see and feel the reality.