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Shifting from the description of landscape of the science and education system presented in the first part of the work as well as from identification of some values of the governing body (all these are needed for a situational study of trends, strengths and weaknesses), in this article we examine the system in a country case to find measures to overcome its accompanying nature with respect to economy. This is manifested in the diversion of management from what researchers and developers do, what they need, where and what goals to set, how to use the results obtained in the field of science and technology for the benefit of society, economy and person. By connecting the system to key building blocks, as well as functions and values they deliver, of a much broader innovation ecosystem, we are setting its next-generation outlines on the agenda. Systematic implementation of policies is based on a long-term vision, strategy and medium-term plans in the field of science, technology and innovation. Strategic decision-making requires greater clarity of the outlines of the future as a professional, and not just a political, consensus of stakeholders. To this end, taking into account the significantly increased pace and changed mechanism of technological renewal which have an impact on competitiveness, we use the method proposed by Startup Genome for ranking startup ecosystems. This method also identifies four stages of the ecosystem life cycle: activation, globalization, attractiveness and integration. We rely on concepts, historical and current practical examples to give high-level characteristics and formulate criteria and tasks for transformation of the startup ecosystem as a part of innovation ecosystem.
Askar Aryngazin (Mon,) studied this question.