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Economy in focus: Hungary

Viktor Orbán’s grandstanding is a vanity project Hungary can ill afford

August 20, 2024

6 min read

August 20, 2024

6 min read

Standing on Budapest’s Fisherman’s Bastion looking towards Hungary’s magnificent parliament building, there are no signs at all that the country’s economy is currently on a rollercoaster ride and that ordinary Hungarians are feeling the pinch. 

Restaurants, bars and sörözőéi do good business, well-heeled tourists come and go through the revolving doors of the nearby Hilton hotel. The August sun shines, all looks well. 

But in supermarkets, prices continue to rise. Food costs surged in July after the government ended mandatory discounts on basic staples.

As the cost of living continues to rise, straining household budgets, the government’s policy responses in the coming months will be critical in shaping the country’s economic future, with a focus on maintaining stability, encouraging investment, and ensuring that the benefits of the modest recovery—if maintained—are broadly shared across society. 

And it’s a big ‘if’. Growth has recovered a little following a fall in GDP of 0.9 per cent in 2023, but the Hungarian economy disappointed in the second quarter of 2024, contracting by 0.2 per cent quarter-on-quarter following a 0.8 per cent expansion in the first three months of the year.

“The contraction marks a continuation of the seesaw pattern of growth that Hungary has been experiencing in recent quarters,” according to Fitch, a ratings agency. 

“Retail sales and consumer confidence data suggest that private consumption will struggle to recover in the near-term,” Fitch continues.  

The continuation of the alternating pattern rather than a return to a more sustained pace of growth has therefore prompted the agency to revise its 2024 forecast down from 2.1 per cent to 1.9 per cent. 

ING, a bank, meanwhile suggests that inflation remains an issue, warning that, “the headline rate [is expected] to creep back above five per cent by December”. In July, consumer prices rose an annual 4.1 per cent compared with 3.7 per cent in June, according to the country’s national statistics office. 

Hungary currently has the EU’s highest interest rates, of 6.75 per cent. 

FDI

Hungary’s central European location and high-quality infrastructure have long made it an attractive destination for foreign direct investment (FDI), something that Hungary’s government has long touted as evidence that its eternal disputes with Brussels have not deterred foreign investors.  

However, there is increasing concern among investors at the Hungarian government’s promotion of domestic ownership at the expense of foreign investors in the banking, media, energy, retail, utilities, telecommunications, and insurance sectors. 

According to the International Monetary Fund (IMF), direct FDI in Hungary fell sharply in 2023, to 3.66 billion US dollars (its lowest level since 2019). For 2022, the figure was over 14 billion US dollars. 

In June, Ferenc Liszt International Airport in Budapest was returned to majority state ownership for the first time since 2005 when Corvinus, an investment fund owned and managed by the Hungarian state, took an 80 per cent stake, with French infrastructure giant Vinci Airports acquiring the remaining 20 per cent and becoming the airport’s operator.  

The purchase, said Hungarian Prime Minister Viktor Orbán, corrected an “unforgiveable mistake”, referring to the sale of the airport by Hungary’s then Socialist government in 2005.  

Orbán has long sought to bring key pieces of Hungarian infrastructure, as well as strategic business sectors, under government control, bucking the trend of other countries in emerging Europe which have broadly sought to sell off remaining state assets. Hungary has instead taken over energy and utilities firms, part of the banking sector, and telecommunications.  

At times, these takeovers have been hostile. “Foreign investors—the backbone of the Hungarian economy—face strong pressure to sell to Hungarian companies linked to those oligarchs,” noted BertelsmannStiftung, a German think tank, in its latest, 2024, review of the Hungarian economy. “If they refuse, they are likely to face extraordinary tax authority scrutiny and audit measures.” 

Little room for manoeuvre 

One of the key challenges for the Hungarian government moving forward will be balancing fiscal discipline with the need to support growth and social welfare.  

The government’s ability to maintain public investments, particularly in infrastructure and education, will be crucial for long-term economic resilience. Moreover, structural reforms aimed at improving productivity and labor market participation are necessary to ensure sustainable growth. 

Unfortunately, there’s little room for manoeuvre. The budget deficit rose to 6.7 per cent of GDP in 2023, up from 6.2 per cent in 2022.  

“The large budget slippage can be attributed to the underperformance of revenue, reflecting weaker-than-expected economic performance, and to expenditure overruns, in particular on interest, pensions and public wages,” suggested the European Commission in its latest economic forecast for Hungary. 

In 2024, the deficit is forecast to decrease to 5.4 per cent of GDP, driven by the recovering economy and by lower projected subsidies to utility companies to cover their losses from regulated energy prices. 

Capital expenditure is projected to remain subdued in line with some announced postponements in nationally financed public investments. 

A vanity project Hungary can ill afford 

In December 2023, the EU unblocked 10.2 billion euros of cohesion funding for Hungary after Budapest made some reforms to its judicial system, but further relief from Brussles is unlikely. 

The EU continues to suspend 11.7 billion euros worth of funds budgeted for Hungary amid concerns over the rule of law, the rights of civil society organisations, academic and media freedom, and the rights of migrants and asylum seekers and of the LGBT+ community. 

The money was frozen in December 2022,  

In addition, Hungary is still unable to access its Covid-19 recovery and resilience funding, worth 10.4 billion euros in grants and low-interest loans.  

So far, just 920 million euros has been paid out in “pre-financing” to provide liquidity for certain energy projects. 

Budapest currently holds the rotating, agenda-setting six-month presidency of the Council of the European Union but has so far done little except further alienate its European partners. 

Just days after taking over the presidency on July 1, Orbán made high profile visits to Moscow and Beijing, meeting both Vladimir Putin and Xi Jinping. 

While Orbán’s overtures to Russia and China might be driven by a desire to carve out a more autonomous path for Hungary, by aligning more closely with Moscow and Beijing, Hungary risks alienating its Western allies, which could lead to a further reduction in financial support from the EU.

This is particularly concerning given Hungary’s economic reliance on EU markets—over 70 per cent of Hungary’s exports go to the EU, and a significant portion of its GDP is tied to EU trade. 

With his country’s economy in such a precarious state, Orbán’s political grandstanding increasingly looks like a vanity project Hungary can ill afford. 

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst at Reinvantage.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.