Insights
Pains, root causes, antipatterns — real-world enterprise practice.
Borrower analysis
In many banks, borrower financial analysis remains the real bottleneck of the corporate credit process: Excel, fragmented spreadsheets, manual work and non-reproducible results. A look at the root cause and the way out.
→Problem Loan Management
Problem loan management usually appears as fragmentation. Collections teams track promises separately, restructurings sit in documents and email threads, legal actions are hard to correlate with borrower history, and management sees only…
→Провалы внедрений АБС
Expert estimates suggest over 40% of core banking implementations in Central Asia and CIS fail — schedule overruns, budget overruns, partial rollouts, or rollback to legacy. Six systemic causes and what to check before signing.
→How a Telecom Operator Can Become a Fintech Ecosystem
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Why BSS/OSS Should Not Be Broken, but a Growth Layer Must Be Built Around It
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Telecom Fintech Master Plan: How to Launch Fintech Inside an Operator
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Fintech Committee: Why a Telecom Operator Needs a Dedicated Decision-Making Body
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→The Telecom Customer Base as the Main Asset
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→How to Monetize Customers Without Breaking Trust or the Law
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→From Connectivity to Marketplace: A New Revenue Model for Operators
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Why Self-Service Is Not an App, but a Cost-Reduction Strategy
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→How to Choose the First Fintech Solution for a Telecom Operator
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→The Telecom of the Future: Connectivity, Payments, Data, Commerce and B2B
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→M-Pesa Case Study: Why Mobile Money Became Infrastructure
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→GCash Case Study: How a Telco-Backed Wallet Became a Fintech Ecosystem
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Orange Money Case Study: Telco Wallet and Virtual Cards
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→STC Pay Case Study: How Telecom Used Brand Trust
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→e& money Case Study: Telco Wallet in a Premium Digital Ecosystem
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→VodaPay Case Study: Telco Super App and Partner Services
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Mistake Analysis: Building the App First and Thinking About Money Later
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Why a Telco Wallet Can Fail
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Why a Marketplace Without Logistics Does Not Work
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Why Data Without Governance Is Dangerous
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Why Replacing BSS Can Become a Disaster
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Why Loyalty Often Does Not Produce ROI
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Why a Dealer Network Becomes a Source of Fraud
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Why the Contact Center Should Not Be Only a Cost Center
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Why B2B Customers Need a Separate Digital Model
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Why a Partner Ecosystem Without Rules Destroys Margin
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Why AI in Telecom Does Not Always Make Money
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Why a Super App Cannot Be Built as a Set of Buttons
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Why the Fintech Committee Matters More Than a Beautiful Strategy
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Why the Customer Base Is an Asset Only When Packaged Correctly
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Telecom 2030: Operator as a Financial, Commerce and Identity Platform
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Open Telco Platform: How an Operator Can Become a Platform for Partners
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Final Master Plan: From Connectivity to a Managed Digital Ecosystem
Practical telecom article: business pain, architecture logic, KPIs, risks and an implementation path with SamaraliSoft.
→Telecom beyond connectivity: where operators should look for growth in 2026-2035
Uzbekistan has built connectivity. Operator revenue is no longer growing through tariffs but through how well the operator becomes part of the customer's chain of trust, payment and decisions. Framing for CEO, CFO and the board.
→Subscriber intelligence: why a 360 profile does not generate revenue without an operating model
Subscriber 360 is infrastructure for a product called operating model. Without the second one, the first does not pay back. The article breaks down why and what an operating model around the data really looks like.
→When telco wallet is a trap, not a strategy
Wallet works in some markets and fails in most others. The difference is not the technology but the conditions: customer frequency, merchant network and revenue share. A decision matrix for an operator in Uzbekistan.
→Telco app monetisation: why it usually does not sell, and what unlocks it
An operator's app rarely converts the way the board imagines it does. The reason is structural — frequency. Until the app is opened more often, no monetisation tactic delivers more than a marginal lift.
→Network experience as a commercial asset, not an engineering metric
Network quality affects churn, ARPU and support cost more strongly than most retention campaigns. How to connect QoE data with commercial processes — and why it usually does not happen.
→AI-native telecom: where AI brings money and where it stays a toy
AI works well in three telecom categories and badly in two. A breakdown across seven real use cases with the economics of each — from support deflection and fraud detection to pilots with low ROI.
→Telco 2035: the operator as the link between person, device, payment and service
Not 'everyone becomes a super app'. That is a simplified view. By 2035 the operator's value in Central Asia will shift toward the trust layer and data infrastructure. A ten-year picture without the hype.
→Next Best Action instead of mass campaigns: what changes
Mass campaigning is cheap to launch and expensive in the long run. NBA needs events, rules and suppression. Why 70% of NBA projects stall as a model with no actions, and what has to be in place for it to work.
→First commercial AI use case for a telecom operator: how to choose
Operators get the choice of the first AI use case wrong more often than the implementation. A decision matrix on seven parameters — data readiness, business sponsor, integration complexity, regulatory exposure, talent, time to value, downside risk.
→ARPU does not grow from tariffs: bundles, devices, subscriptions, partner offers
If ARPU stagnates on tariffs, raising tariff prices rarely fixes it. ARPU grows by expanding products per subscriber — bundles, device financing, partner subscriptions. A structural breakdown of four components.
→Family account as an undervalued growth source
An average household in Uzbekistan has 4-5 SIM cards across different operators. A family account is a product that consolidates and upsells at the same time. Why few operators get it right.
→Youth segments and safe payments after the fintech verification tightening
Biometrics from April 2026 changes the UX of youth products. What trust-by-design means for tariff and payment offers for 15-25-year-olds, and why the classic 'youth tariff' is no longer a product.
→Tourist connectivity: where the operator becomes the backbone, not just a SIM seller
A tourist in Uzbekistan does not face one problem but a chain — SIM, payment, identity, taxi, bank. Biometric requirements for finapps in 2026 break the previous onboarding and open a window for the operator.
→Loyalty that changes behaviour, not just rebrands discounts
Most telco loyalty programmes are a discount mechanism in different packaging. Loyalty as a real category begins where you can show concrete measurable behaviour change in the customer.
→Compensation for poor network experience: four approaches and their real cost
Network probes and device telemetry show which customer is having quality issues right now. What to do with that knowledge is four different commercial decisions, each with its own price.
→Offer fatigue: why promotions stopped working and you cannot fix it with creative
Open rates of mass SMS in regional telecoms have fallen multiple times over the last few years. This is not bad copy, not poor send timing — it is structural fatigue. The fix needs a new operating model, not new tactics.
→Contact centre and commercial upsell: how to connect them without toxic selling
The contact centre at most telecoms sits in one of two extremes — pure support without upsell, or aggressive selling on every call. Between them is a model where upsell happens appropriately and benefits both sides.
→Price plan factory: how to launch tariffs faster without billing chaos
At most operators 2-6 months pass between 'marketing came up with a tariff' and 'billing supports it'. A structural problem, solved not by people but by product catalog architecture.
→Device lifecycle as an operator asset: sale, financing, trade-in, insurance, repair
The smartphone is the most expensive and most personal device the average customer owns. Most operators only work with the moment of first sale. The full lifecycle has 3-5 contact points with real economics.
→Retention economics: when retaining a customer costs more than letting them go
Not every customer is worth retaining. The statement sounds provocative but the math is often simple. Retention has an upper bound above which retaining loses money for the operator.
→Campaign governance: who has the right to send an offer to the customer
At a typical telecom 5-10 different teams have the right to send the customer an SMS — marketing, retention, product, partner channel, contact centre, B2B. Without explicit rules this becomes chaos the customer cannot tell apart.
→Sales attribution: who really sold — the app, the dealer, the call centre or the campaign
At a typical telecom 3-4 channels claim the same sale. The app records it, the dealer records it, marketing records it. Without honest attribution, commercial decisions are taken on a distorted picture.
→Dealer quality score: dealer sales and base quality are not the same thing
The dealer with the highest sales does not necessarily give the operator the best base. The gap between volume and quality is real money in lost margin that usually does not get measured.
→Regional segmentation: why Tashkent and the regions cannot be marketed the same way
Uzbekistan's regions differ significantly on income, consumption habits, digital adoption and competitive intensity. Universal marketing is built on a single market picture that does not actually exist.
→Micro-segments instead of the 'mass base': what granularity wins
At most telecoms segmentation stops at 5-10 groups. Real commercial efficiency arrives when there are 50-100 segments and each has a meaningful, specific approach.
→Customer journey analytics: different maps for prepaid, postpaid and B2B
There is no universal customer journey. A prepaid customer has 5-7 contact points a year, a postpaid one 12-20, a B2B one 40+. Marketing built on a single shared map loses a substantial part of the optimisation.
→Commercial control tower for CEO/CMO/CFO: the one screen that has to exist
Most C-level in telecom see commercial data through 5-7 different dashboards with conflicting numbers. A single control tower is not another dashboard, it is an architectural decision.
→SIM swap, device change and banking fraud: where telecom becomes part of fintech security
From April 2026 biometrics in Uzbek banking apps depend on the device and the SIM. This shifts the operator's position — it stops being only connectivity and becomes part of the fintech security perimeter.
→Number reputation: a new operator asset few think about
Every phone number has a history. That history is a commercial asset uniquely owned by the operator and increasingly relevant to banks, e-commerce and government. Almost nobody monetises it.
→Anti-scam layer: how the operator can actually protect the customer from fraud
Phone fraud cases are growing fast in the region — fake bank calls, romance scams, fake police calls. The operator has unique data to stop them at the network level rather than at the customer level.
→Consent wallet for telcos: what changes in consent management after 2026
Regulatory direction in Uzbekistan is moving toward stricter requirements on consent in customer data processing. A decision matrix for the operator: build in-house, use a platform, run a simplified model, or wait.
→Customer data access transparency: 'who looked at my data' as the new standard
In 2026 customers increasingly want to see who inside the operator and across the partner network has accessed their data. The shift is from 'we have a privacy policy' to 'here are the actual access logs'.
→Event-driven telecom: why nightly batch loads no longer fit the 2026 business
Most BSS/OSS in the region run on a 2010s batch model. The 2026 business — fraud, NBA, retention, anti-scam — needs events in real time. A rebuild, not an upgrade.
→Subscriber 360 v2: from profile to action, and why version 1 rarely works
Most Subscriber 360 projects produce no visible commercial effect. The profile is built, the dashboard is running, the P&L numbers do not move. Version 2 is about what has to be in place for real impact.
→Data contracts between billing, CRM, app, network and finance
When billing says one thing, CRM another, the app a third, and finance a fourth — that is the normal situation in telecom. Data contracts are the structural fix, and they require not technology but discipline.
→Revenue assurance: where telecom loses money quietly
Industry observation puts revenue leakage at large telecoms at 0.5-3% of revenue. Not theory — real money flowing monthly through the cracks between systems.
→Partner API gateway: why 'we will open an API' is the start of the problem, not its solution
Many telecoms announce a partner API as a strategic move. Twelve to eighteen months later most have an API but few active partners and operational chaos. What separates a working gateway.
→Master data in telecom: subscriber, number, device, contract, address — five sources of discrepancy
When master data is bad, every analysis and every operation suffers. In a typical telecom five key entities — subscriber, number, device, contract, address — each has its own problem.
→Real-time decisioning: what should resolve in milliseconds and what should not
Not everything in telecom needs real-time. Some decisions need milliseconds, some seconds, some minutes, some hours. Understanding the boundaries prevents overengineering.
→Complaint taxonomy and root-cause analytics: turning complaints into actionable signal
In a typical telecom the contact centre takes thousands of complaints daily, classifies them into broad categories and closes them. The real value sits in a detailed taxonomy with root-cause attribution.
→Cloud, on-prem or sovereign hosting for telco data: three options with different trade-offs
Cloud for a telecom in Uzbekistan is not one choice but three. Public cloud, on-prem, sovereign cloud at a local provider. Each has its regulatory, operational and financial consequences.
→Vendor lock-in in BSS/OSS: how to spot it before the contract, not after
Vendor lock-in rarely begins with an explicit decision. It accumulates through dozens of small choices in the RFP, the contract, the architecture. Five to seven years later migration costs more than replacing the platform.
→Wallet or bill payments: where to start telco fintech
Most operators launch a wallet as their first fintech product. That is often the wrong entry — starting with bill payments is simpler, cheaper and brings a comparable retention effect.
→Device financing: why instalment plans are often closer to money than the super app
When the operator looks for a fintech opportunity, super app and wallet are salient. The less-discussed device financing often delivers results faster, is simpler to build and locks in a 12-24 month retention contract.
→Merchant QR payments: telecom as an SME acceptance channel
QR payment acceptance in the SME segment is growing in Uzbekistan. Local payment systems (Click, Payme, Uzcard, Humo) take the market. Where the operator has a unique position and what can be built.
→Insurance through the operator: device, travel, micro-cover as a realistic fintech entry
Insurance as a fintech entry is often cheaper and faster than wallet. Embedded insurance at the moment of purchase or subscription delivers high attach rate and good economics for the operator.
→Revenue share model: how not to give the margin to the partner
In partner fintech products the revenue share structure often tilts toward the partner. Eighteen months in the operator finds it generates volume but not margin. What to renegotiate.
→Choosing a bank partner for telco fintech: 8 criteria often skipped
Bank partner selection for telco fintech is often done on a couple of criteria — licence and pricing. That is not enough. Eight criteria define success on a 5-year horizon, not on year one.
→Lessons from M-Pesa: what telco-backed wallet got right and what cannot be copied
M-Pesa in Kenya is the most-cited example of a successful telco wallet. The context matters critically — most success factors do not repeat in other markets, and copying without context understanding leads to failure.
→Telco marketplace: what to sell first and where mistakes are usually made
A telco marketplace often launches ambitious — a full e-commerce platform. That is the path to investment without result. A successful telco marketplace starts with one vertical and proves the model before expansion.
→Telecom super app: strategy, or a museum of buttons?
The super app idea is appealing to boards. Twenty-four months after launch, most telecom super apps turn out to be museums of buttons — many features, low frequency of use, weak conversion into adjacent products.
→SME bundle: connectivity, POS/QR, cybersecurity, backup — why one bundle often beats five separate sales
At a typical telecom the SME segment buys services separately — connectivity from one, payment acceptance from another, backup from a third. An SME bundle consolidates this and simplifies the customer's decision.
→Uzbekistan has already built e-gov. What is the next layer
Digital government in Uzbekistan is already running — the portal, OneID, MyGov, the core set of e-services. Further value comes not from another service but from the state moving from reactive to proactive.
→Architecture Owner
Most digital transformation programs in large Central Asian businesses fail not on technology but on the absence of an architecture owner at the board level. This text walks through why this role is critical, how it differs from CIO, and how to embed it correctly into company management.
→Personal Government Companion: a state that talks to a person at the right time
A personal cabinet on a government portal is a way to access services. Personal Companion is a different class — an interface that knows the user's context and initiates the conversation when the person needs it.
→CTO vs Tech Lead
In a growing business, the question constantly arises: which technology decisions does the founder or CEO make, which the CTO, which the team Tech Lead. This text walks through decision-level separation, typical mistakes, and the approach to a mature technology organization.
→Banks and Digital Facades
Most regional banks have invested in digitalization over the past 5-7 years and got a pretty mobile app on top of old architecture, not a real digital platform. This text covers why this happened and what distinguishes banks moving correctly.
→Telecom Fintech Monetization
Baseline subscriber base growth for regional operators is exhausted. Real revenue growth sources are fintech, data monetization, embedded services for adjacent categories. This text covers how to structure this transformation and which monetization models work.
→SSOT as Foundation
Single Source of Truth — a fashionable term that most organizations understand as a principle but do not implement as architecture. Yet SSOT is exactly what separates countries and companies moving into digital economy from those stuck in fragmented digital facade.
→Bank 2050
By 2050 the bank will transform from an operator of transactions and credits into a personal financial assistant with AI agents, embedded services in every daily touch point, biometric identification without passwords, and a partner ecosystem instead of vertical integration. This text — authorial position on the trajectory of Central Asian bank transformation over a 25-year horizon.
→Telecom 2050
By 2050 the telecom operator will stop being a connectivity seller and become customer experience infrastructure in adjacent categories — fintech, cloud, data. Baseline connectivity becomes commodity; real revenue comes from embedded services and partner ecosystem. Authorial position on Central Asian operator trajectory.
→Government 2050
By 2050 government transitions from a model of application-based services to a model of proactive service with AI agents, single source of truth on the citizen, and the once-only principle — data is collected once and used by all agencies by consent. Authorial position on the trajectory of digital government in Uzbekistan.
→Enterprise IT 2050
By 2050 enterprise IT rebuilds around AI agents performing a significant share of operational work. Architecture — modular and platform-based. Teams — small strong groups of architects and product people instead of large operational departments. The CIO role evolves toward strategic architect.
→CA Digital Economy 2050
By 2050 Central Asia can become one of the leaders of the developing world's digital economy — or remain a technology consumer. Which path is realized depends on decisions of the next 10-15 years — infrastructure investments, regulation, talent, relations with global tech companies. Authorial position on the trajectory.
→Future of telecom 2030: what is already unfolding today
Horizon 2030. pre-arrival eSIM, identity bridge as commodity, fintech bundling as standard, network experience product. What is unfolding is visible.
→Future of telecom 2040: operator as infrastructure utility
Horizon 2040. connectivity as commodity, operator earning on data trust, identity, embedded services. Structural shifts in operating model.
→Network-as-a-Service: operator renting the network
When RAN-as-a-service from cloud vendors becomes viable. What it means for operators whose network is the main asset.
→Telecom data utility: operator as a seller of aggregate insights
Anonymised telecom data — value for banks, retailers, municipalities. Through clean rooms by 2040 this is a distinct revenue stream.
→Trust layer: operator as the society's identity utility
By 2040 'verified by operator' is the standard auth for most digital services. A new business function for the operator with high margins.
→Public utility framing: connectivity as regulated infrastructure
By 2040-2050 connectivity is increasingly seen as a public utility. Stable returns, tighter regulation, constraints on marketing differentiation.
→Edge platform: operator as edge compute provider
AI and AR/VR need compute close to the customer. Operator has unique edge (cell sites). By 2040 — distinct B2B revenue stream.
→Energy constraint: telecom networks under climate and consumption pressure
By 2040 energy is the main constraint on network operations. AI-heavy infrastructure, cooling in hot climate, sustainability targets reshape economics.
→Embedded everything: connectivity disappears as a separate purchase
By 2040 the customer does not buy 'traffic' but a working service. Connectivity is built into device, app, auto, IoT.
→AI agents: customer service moves to agentic interfaces
Not today's chatbots, but agentic AI that resolves cases end-to-end. By 2040 the contact centre shrinks 70-80%.
→Future of banks 2030: what is already unfolding
Horizon 2030. instant onboarding, biometric default, BaaS established, AI agents tier 1, CBDC pilots. What is unfolding is visible.
→Future of banks 2040: bank as infrastructure utility
Horizon 2040. banking-as-infrastructure for embedded finance, CBDC mature, AI agents in core decisioning, climate mandates rewriting balance sheets.
→Future of banks 2050: new role and social contract
Horizon 2050. bank as regulated public utility, finance utility democratised, identity and trust as separate businesses, climate-driven economic restructuring.
→CBDC and programmable money: what it means for the bank
Digital som and analogues — programmable, instant settlement, central bank-issued. What changes for commercial banks.
→BaaS evolution: from experiment to standard distribution
By 2030 BaaS established, by 2040 dominant distribution channel. Banks without BaaS — wholesale-only utilities.
→AI agents in banking decisioning
Credit, fraud, AML, advisory — AI moves from advisory tool to decision-maker. What this means for regulator, accountability, customers.
→Banking public utility framing
By 2040-2050 core banking services treated as public utility. Universal access mandates, regulated returns, restrictions on marketing differentiation.
→Bank as society's identity utility
By 2040 banks may extract identity capability into separate businesses. Verification as a regulated utility.
→Climate mandates rewrite the bank's balance sheet
ESG reporting, climate stress tests, restrictions on high-carbon lending. By 2040 — material balance sheet impact.
→Quantum-secure crypto migration in banking
RSA / ECC algorithms vulnerable to quantum attack. By 2030-2040 banks must migrate cryptographic infrastructure.
→Embedded banking everywhere: bank as invisible utility
By 2040 customer does not 'open an account' — finance just works in context of apps, devices, services. What it means for customer relationship.
→State data quality crisis: why 'single window' does not work
Citizen sees a 'single window', but behind it — dozens of systems with conflicting data. The data quality crisis is the main blocker of digital government.
→Cross-agency integration debt
Each digital agency built systems separately. Ten years on the integration debt is heavier than the systems themselves.
→Life-event orchestration: a state that reacts to events
Citizen has a child → state automatically: birth registered, mother pre-approved for maternity payments, child registered in health, school queue updated. This is not automation of existing forms, it is redesign.
→AI in government decisions: when a machine decides for the citizen
AI starts being used for tax compliance, social benefits eligibility, fraud detection. Every automation decision is political and ethical. What matters to not lose trust.
→Trust in public services: what destroys, what builds
Trust is the variable that determines adoption of any digital initiative. Restored slowly, destroyed fast.
→Civil service transformation: new roles and risks
Digitisation reshapes civil servants' work. Roles diminish, skills requirements change. Managing the transition is a strategic challenge.
→Digital divide: vulnerable populations and access to public services
Digitisation accelerates access for the majority, but the risk is exclusion of vulnerable groups. Older, rural, low-literacy — without accommodation they fall behind.
→Cyber resilience in the public sector: state as target
Government systems are high-value targets for attackers. Without serious cyber discipline — major incidents inevitable. What is needed for resilience.
→Public procurement modernisation: from paper to outcome-based
Public procurement in UZ has a framework, but the process is bureaucratic. Modernisation opportunity — outcome-based contracts, vendor diversity, transparency.
→Citizen experience: state as product, not bureaucratic apparatus
Citizen interactions with the state must be designed as a customer journey. Frictionless, intuitive, respectful. This requires rethinking organisational structure.
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