BUSINESS SCHOOL STRATEGY
example, hybrid courses delivered by faculty at Queen’s University Belfast and Hof University of Applied Sciences use a mixture of online modules and in-person sessions. The school has also introduced an advanced learning management system and other digital tools and communication platforms, such as Zoom and Microsoft Teams. These tools have facilitated remote learning and encouraged collaboration among students and faculty across borders. Fuelling impact & fostering reform The results of SEM Narxoz’s transformation process and that of the wider university have been hugely positive. Between 2020 and 2024, enrolment for English-language programmes at SEM Narxoz increased by 25 per cent, reflecting both rising domestic demand and expanding international appeal. This increase in enrolment has contributed to a significant rise in tuition revenue, securing the institution’s long-term financial sustainability. Overall, SEM Narxoz contributed KZT 11.5 billion (approximately $25 million) to Narxoz University’s overall financial health during this period, achieving a net profit margin of between 48 and 52 per cent, despite fluctuations in student intake of as much as 10 to 15 per cent from year to year. SEM Narxoz’s transformation stands as a powerful example that business schools and universities in emerging markets can achieve global competitiveness if they implement the right structural changes, allowing them to serve as catalysts for progress and foster deep industry integration. Within Kazakhstan’s network of 112 higher education institutions, only a handful have initiated international curriculum alignment and double- degree partnerships. This highlights the significant work still required to integrate global standards into local higher education systems across the country. A pivotal role of Narxoz University, therefore, comes in relation to fostering dialogue and sharing best practices within the country’s academic community. For example, SEM Narxoz hosts the Regional University Management Seminar, an annual event established by the government’s Ministry for Science and Higher Education that serves as a platform for industry leaders to engage in discussions on the future of academia. In this way, Narxoz University seeks to not only redefine its own trajectory but also position itself as a leader of higher education reform in Kazakhstan.
Maxim Romanov is academic co-ordinator and senior lecturer at the School of Economics and Management, Narxoz University (SEM Narxoz) in Almaty, Kazakhstan, where he is also responsible for international accreditations and double- degree programmes Dilbar Gimranova is dean of SEM Narxoz, where she draws on more than 20 years’ academic and administrative experience at leading universities in Kazakhstan. Previously, she held various academic and leadership positions at KIMEP University and Maqsut Narikbayev University
25 per cent of academic staff, bringing valuable insights into the classroom, bridging the gap between academic theory and practical industry knowledge and better preparing students for the real world. A key example of this integration is provided by the school’s Leadership Development programme, a course that aims to unlock leadership potential and refine the practical knowledge and skills of third and fourth-year undergraduate students. Since the programme’s launch in 2021, 65 prominent business representatives, including CEOs, directors, heads of departments and Narxoz University graduates, have visited SEM Narxoz to share their expertise through lectures and workshops. This approach offers students direct industry insights and reinforces SEM Narxoz’s commitment to combining academic learning with real-world experience. The initiative has also sparked the establishment of two minor programmes in collaboration with EY Kazakhstan and the National Bank of Kazakhstan, as well as the design of the only impact evaluation workshop to be taught in the country. In addition, the school has embraced hybrid and blended learning models – an essential component in the digital age. Not only does this allow students to benefit from both in-person and online instruction, but it also facilitates collaboration with international faculty from the school’s partner universities. For
Business Impact • ISSUE 3 • 2025 33
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