Produce and Govern: The Plan’s Last Eight Actions

What Is on the Agenda?

Two axes, eight actions. Four produce, four govern.

Produce: zones, funds, models, robots

Four actions. Growth zones and excellence centres. A two-fund financing ladder. Sectoral model development and export. And physical AI and robotics, where technology transfer from defence to civilian use is also foreseen. The shared aim is producing value. The country is meant to move from the consumer side to the producer side. The same question applies to a business: are you using it, or producing with it?

Govern: investment, diplomacy, region, security

Four more. Global investment attraction. International cooperation and diplomacy. Regional capacity building. Security evaluation and sandboxes. On the investment side a single-window interface is being built, with pre-eligibility and an investment roadmap completed within 30 business days. This axis faces outward. But the last action faces inward too: rules, security testing and sandboxes.

What the eight have in common

These actions produce resources and rules. The first two axes opened access. These two bring money, infrastructure and frameworks. On the regional side there is a concrete target too: a shared Turkic languages model developed with member states of the Organization of Turkic States, for use in public services, education and translation. So scale lives here. But entry to scale has a ticket: preparation, documentation, evidence. Without those three, the doors do not open.

Later on the calendar

The plan’s phasing puts these axes in the second period. Scaling pilots, commercialising models, deepening international partnerships. Early-maturing actions will scale without waiting, but the weight sits in later years.

Timing is a decision in itself

Some instruments open early, some late. A business that watches the general calendar and waits misses the early ones. Watching action by action costs a quarter of an hour every three months.

Why Is the Question Being Asked Now?

Four reasons.

The first two axes are the precondition

A fund application needs data order. A voucher project needs a capable team. A documentation routine needs a recording habit. All three belong to the first two axes. That is why the sequence does not get skipped.

Preparation starts now

These instruments come online later. But what applications require gets prepared today. A startup certificate, an evidence file, a model card, data order. All of it takes time. Whoever begins when the call opens is late.

Some instruments are already close

SME vouchers and sector pilot programmes are among the first-year targets, with at least a thousand vouchers foreseen in the first 12 months. So “later period” does not apply to every action. Some open early, which is why the calendar gets watched action by action.

The rule side does not wait

Documentation obligations are already a condition in public procurement. For a producer thinking about selling to the public sector, preparation starts today. A documentation routine cannot be built retrospectively.

What Is Wrong?

Four assumptions cause businesses to miss these axes.

“This is beyond our size”

Partly true, not entirely. Gigawatt investment and model export are the business of large players. But voucher programmes, excellence centres and sandboxes were designed for small scale. Do not look at all eight actions. Look at three.

“Fund money is free capital”

A fund is a resource demanding commitments and reporting in return. And the Growth Fund prioritises projects that bring private capital alongside; two units of private capital are targeted for every unit of public money. So a fund does not replace an investor. The two work together.

“Model development isn’t for us”

Sectoral models can be built on smaller budgets than general-purpose ones. What decides is not computing power but data advantage. A mid-sized business holding field data nobody else has is a candidate for this door. Provided the data is in order.

“Documents are bureaucracy”

A document is not the obstacle before a sale but its door. In public procurement and corporate purchasing, an undocumented product waits. The badge and catalogue chain also runs on documentation.

The Real Mechanism

The eight actions appear on the business side as four instruments.

Instrument 1: money

The two-fund ladder and SME vouchers. The Research Fund supports the early stage, the Growth Fund supports scaling. The voucher is the lightest instrument, covering experiment, pilot and productisation costs, including software subscriptions, cloud usage and data services. The three look at different maturities. Picking the wrong instrument wastes time.

Instrument 2: space and infrastructure

Growth zones and regional excellence centres. Zones are special-status areas with energy, land and telecom infrastructure prepared in advance, hosting multi-tenant AI factories; that side looks at large investors. Centres look at SMEs and researchers: shared compute access, secure data spaces, shared laboratories. At least six access points will be set up, operating through university and technopark desks.

Instrument 3: rules and sandboxes

The proportionate risk framework, documentation standards and regulatory sandboxes. One brings obligations; the other opens a door in the regulatory wall. Two sides of the same coin. As the rule burden grows, so does the space to experiment.

Instrument 4: market and reference

Public procurement, the badge, the catalogue and the export package. A solution proven in the public sector gets published with a case summary. Then it becomes an export presentation. So selling to the public sector produces revenue and a foreign-market shop window at once.

Who Is Affected, and How?

Four profiles, four routes.

The micro business

One door suffices: the SME voucher. It arrives with ready-made solution packages and asks for no technical knowledge. The other seven actions are watching material at this scale. Taking one voucher makes for a better year than staring at the distance. Small and finished work beats large and half-done work, including as a reference.

The growing SME

Three doors are open: vouchers, excellence centres and sector pilot programmes. The risk is reaching for a fund application too early. Funds look at projects with evidence, and evidence comes from pilots; the voucher finances that pilot. The order runs: voucher and pilot first, fund second.

The technology producer

The main audience of these axes. The funding ladder, public procurement, documentation standards, the export package, sandboxes. The homework is heaviest too: startup certificate, model card, test file, security evaluation. Aligning the product roadmap with public specifications is this period’s work. Retrofitting compliance is both expensive and slow.

The business in a regulated sector

Health, finance, energy, mobility, telecommunications. The sandbox programme looks directly at this profile, and cloud usage restrictions in these sectors will also be reviewed. Is there work you cannot do today because of regulation? If so, put that obstacle in writing. That is the first step.

Decision Order

Four steps.

One: determine your maturity level

Are you at idea stage? Do you have a working product? Or are you scaling? That answer tells you which instrument looks at you. A short three-line assessment is enough. An application to the wrong instrument gets rejected even with a good project.

Two: gather the evidence

Every instrument asks for evidence. A small pilot result, a measured gain, a customer conversation. Each can be produced within weeks. The pilot loop generates that evidence. An application without it stays a promise, and evaluators see that immediately.

Three: build the documentation routine

A record book, a model card draft, a risk level statement. These are preconditions for both public procurement and export. They get kept during development. A document written afterwards does not reflect reality.

Four: ask the four questions and apply

Would we have done this without support, what remains when it ends, who carries the burden, which rung does it reach? If the four questions are clear, apply. If not, skip that call. Skipping is a decision too.

Where to Start?

Four jobs in the first month.

Week one: maturity and instrument matching

Which stage are we at? Which instrument looks at us? The answer fits on one page; three lines suffice. That page also sets the direction for the next three weeks.

Week two: the evidence inventory

What measured result do we hold? If none, which small pilot can start this month? The fastest way to produce evidence is a two-week pilot. Kept small, it is also low-risk.

Week three: the record book

Open a simple table. Data sources, versions, tests, limits found. Ten minutes a week is enough. A regularly kept book is more credible than a report written afterwards.

Week four: the application skeleton

Problem sentence, evidence list, draft budget, short company profile. It gets updated when a call opens. At month’s end you hold a file, not an intention.

What Not to Do?

Four traps.

Skipping rungs

Applying to a fund without evidence is the most common mistake. Funds look at projects with evidence. Vouchers and pilots are the instruments that produce it.

Designing a project to fit a call

Writing whatever the call asks for detaches you from your real need. The support ends and the work ends with it. The team never owns it either.

Leaving documentation to the end

A model card written afterwards does not reflect reality. Records get kept during development; information remembered later comes out incomplete.

Skipping the continuity plan

What happens when the support ends? Who maintains it, at what cost? These questions get answered at the project’s start. Answered at the end, the work has already stopped.

What to Watch?

Four indicators.

The calendar of calls

Fund, voucher and pilot calls will open in waves. Quarterly tracking suffices. Assign it to one person; unowned tracking is not tracking.

Sandbox announcements

The programme starts with five priority sectors and the scope may widen. If you work in a regulated sector, this announcement concerns you directly.

The rule calendar

The proportionate risk guide, sector annexes, model card standards. Whoever prepares before the rule arrives never meets a penalty. Whoever learns afterwards learns expensively. The plan also says regulatory obstacles will be collected through direct applications, so reporting yours is itself a channel.

Public catalogue movements

Which solutions got a badge and entered the catalogue? It serves as both competitor tracking and market intelligence. If you are a user, it doubles as a list of solutions already tested in the public sector.

How Does This Period End?

Three separations will show.

Those with evidence separate from those without

Every instrument in these axes asks for evidence. A business with a measured pilot will be ready at every door. One arriving with promises will wait in line.

Documented products will take the market

Public procurement and corporate purchasing are being tied to documentation. A producer that builds the routine will pass one that does not. Where product quality is equal, the file wins. This rewards preparation, and preparation costs habit rather than money.

Public references will turn into exports

If the badge, catalogue and export-package chain works, solutions proven at home will go abroad with a reference. If it works, the plan’s most concrete output will be visible here. If it does not, the domestic reference still remains. A solution running in the public sector is a sellable solution in any case.

A Solid Digital Foundation

Four stones.

Maturity and instrument matching

Which stage are we at, which door looks at us? Updated yearly.

The evidence file

Measured pilot results, customer feedback, numbers. The basis of every application. The thicker the file, the stronger the application.

The record book

Data, versions, tests, limits. The raw material of the model card. Kept with ten minutes a week.

The four-question checklist

Asked before every application. Keep the answers written; accounting for them later gets easier.

Frequently Asked Questions