Currently, you are studying in the Stanford Executive Program. During this experience, what idea or model has impressed you the most?
The most astonishing aspect of the Stanford Executive Program is that the person sitting next to you could be the CEO of a billion-dollar unicorn company, the founder of an $8–9 billion enterprise, or a top executive of a major corporation. Among my cohort are venture capitalists who have invested in companies worth over $20 billion. Some of my fellow students include one of the co-founders of Airbnb and senior vice presidents of Aramco. The Stanford Executive Program is an intensive 40-day journey, beginning at 5:40 AM and lasting until 8 or 9 in the evening. Honestly, I initially thought it would be easier. Now that half of the program has passed, I can say many of us found it challenging at the beginning. It must be acknowledged—it is indeed a very intensive program.
Another fascinating feature of this course is that the very professors whose books we studied in universities are the ones teaching us here. For example, one of my favorite instructors is Professor Ilya Strebulaev, the author of Venture Mindset. His classes have become particularly valuable to me.
Why did you choose Stanford?
Because Stanford is a true “melting pot” where innovators from all over the world converge. Every café, every event is an opportunity to meet new people and discover new ideas. Here, no one ever tells you to simply memorize something. Instead, they ask:
“Will this knowledge change your life? Do you have a new perspective to add?”
This is not just education; it is an opportunity to rethink your worldview and discover your own unique path.
What specific knowledge is provided in the courses you are taking?
As I mentioned earlier, the Stanford Executive Program is extremely intensive and encompasses everything from finance to marketing and HR. Whether it’s artificial intelligence, marketing, or venture capital, the guiding principle is clear: company leaders and executive managers must have a deep understanding of these fields and be capable of critical analysis. It has been two weeks since the program started. My biggest takeaway so far is that there is no age limit to learning. Most of my classmates are senior leaders over 50. They consistently emphasize a fundamental rule of the modern world: continuous growth and openness to new ideas.
As one professor put it:
“In the era of artificial intelligence, if we stop learning, we will be left behind.”
Which three books or mentors have had the greatest impact on you? What books or courses would you recommend for young people in Uzbekistan who want to learn about startups?
I will mention three books that I have recently read and found deeply engaging:
- The Prosperity Paradox by Clayton Christensen.
This book resonated with me profoundly. It is engagingly written and explains how societies can develop through innovation. - The Innovator’s Dilemma, also by Clayton Christensen.
I found this book equally captivating. It is filled with compelling examples of how large companies can lose their innovative edge and how to prevent this from happening. - Venture Mindset by Ilya Strebulaev.
This book offers a deep dive into the thinking processes of venture capital. It’s not just about finance; it teaches the mindset of an investor.
These books are not only theoretical but are also highly applicable in real life. I firmly believe they will be extremely beneficial for young people in Uzbekistan who wish to enter the startup ecosystem.
Recently, you posted on your channel about a list of professors who asked you to select four core values. What values did you choose for yourself?
The first is Leadership. For me, leadership is not about position or issuing orders. It is about not stepping back during difficult times and willingly taking responsibility. A true leader is someone who sacrifices their own comfort, dedicating their life to the well-being of others. I have personally experienced this value, especially being inspired by the bold decisions made by the President of Uzbekistan in the path of reform and public service. Having had the opportunity to work within the President’s team allowed me to witness leadership not just in books but in practice. This very experience motivated me to deepen my knowledge and expertise at one of the world’s top universities—Stanford.
The second value is Boldness. Most people stand back and watch, wondering, “What will happen?” But someone has to take the first step. For me, boldness means saying, “I will start.” It is not mere recklessness but the willingness to prepare your heart for a tough challenge and accept full responsibility. The most significant changes in my life have begun with such courageous steps. Without boldness, nothing changes.
The third is Love. Love is not just a warm feeling; it is living with the heart and infusing every action with care. If I do not work wholeheartedly, I feel no inner peace. Love is about listening to people, trying to understand them, and being fully present. For me, this value has gained even deeper meaning through my family. Family is a school of loyalty, patience, and kindness. I have learned how to love from my family—not just through words, but through time, attention, and effort.
The fourth value is Wisdom. Wisdom is not merely reading many books. It is about sensing life. It is about pausing, taking a deep breath, and seeing the consequences ahead of time. For me, wisdom means not rushing, refraining from judging people, listening patiently, and then making considered decisions. This value provides me with stability and inner peace. Over the years, my best decisions have been born from such moments of reflection.
These four values—leadership, boldness, love, and wisdom—are the guiding principles for my actions.
How do you think the experiences you are gaining at Stanford can be localized to the context of Uzbekistan?
Certainly, the knowledge I am acquiring at Stanford can be applied to develop new projects and initiatives around the Youth Affairs Agency. We currently have many projects such as Ibrat, Mutoala, Ustoz AI, UzChess, Girls’ Academy, and hundreds of others. These can certainly be expanded further. At Stanford, I have learned a great deal about project management. There are fascinating case studies on how to identify managerial talent and provide them with direction.
How can talented young people from remote regions of Uzbekistan, who lack access to infrastructure, enter the startup ecosystem?
That is an excellent question. To connect children from remote villages to the startup ecosystem, we need a platform that is simple, accessible, and available to youth at any moment. We are currently developing projects that aim to help even rural youth understand what a startup is. Even if they grasp just the basics, that is already a huge achievement. Another effective method is to increase the number of hackathons, ideathons, and startup pitch days in schools, lyceums, and universities. Ideathons, in particular, are powerful. If these initiatives are linked with national programs such as the President’s Tech Award, the impact would be extraordinary.
Do you think it’s possible to create a “Stanford-like experience” for young people in Uzbekistan in the future?
Absolutely. We can recreate the Stanford experience in Uzbekistan, but it is equally important for more of our young people to study at Stanford itself. God willing, you will see that we are planning major initiatives, and the number of Uzbek students at Stanford will increase. In the coming years, numerous opportunities and initiatives will open up Silicon Valley to our youth. The main reason I came to Stanford was to report on this issue to our President, who has expressed strong support for increasing the number of Uzbek students at Stanford. We are also beginning collaborations with the El-Yurt Umidi Foundation in this direction. I believe the number of young people from Uzbekistan studying at Stanford will grow significantly in the near future.
Prepared by L.Xondamirovna
