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Economy in focus: Slovakia

Slovakia needs the right mix of policy, innovation, and investment

August 30, 2024

7 min read

August 30, 2024

7 min read

Slovakia’s recent economic past is relatively clear cut. Since joining the European Union in 2004 and adopting the euro in 2009 the country has solidified its place as a robust player across many key sectors in Central and Eastern Europe, marked by—a difficult Covid-19 pandemic excepted—consistent growth. 

Officially a high-income country according to the World Bank, Slovakia is one of the few countries that has managed to overcome the so-called ‘middle-income trap’ in recent decades and is, furthermore, one of the very few that has managed this transition well. 

But what drives Slovakia’s economy today, and where is it headed in the near future? 

Slovakia’s economy is powered primarily by its industrial sector, with manufacturing accounting for roughly a quarter of its GDP.  

The country’s strategic location, skilled workforce, and membership in the EU have made it an attractive destination for foreign direct investment (FDI), particularly in the automotive industry. According to the Bertelsmann Transformation Index, the country’s most important EU trading partners are Germany (22 per cent), followed by Czechia (11 per cent), Poland, France and Hungary. Outside of the European Union, the United States remains Slovakia’s largest trading partner.

A manufacturing powerhouse

Slovakia’s car production per capita is the highest in the world. Major car manufacturers such as Volkswagen, Kia, PSA Peugeot Citroën, and Jaguar Land Rover have established substantial operations in the country, making it a central hub in the European automotive supply chain. 

As of 2023, the automotive industry alone contributed to approximately 13 per cent of Slovakia’s GDP and employed around 275,000 people directly and indirectly.  

However, this heavy reliance on a single industry presents vulnerabilities, especially in the face of global disruptions such as the semiconductor shortage and shifts toward electric vehicles (EVs).  

Slovakia’s future economic stability may hinge on how well it can adapt its manufacturing base to these emerging trends. The government’s ongoing efforts to attract investment in EV production and battery manufacturing could be critical in maintaining the country’s industrial edge. 

Beyond manufacturing, Slovakia’s economy is supported by several other sectors. Energy, particularly electricity production, plays a significant role. Slovakia generates over 80 per cent of its electricity from nuclear and renewable sources, positioning it as one of the greener countries in the EU in terms of energy mix.  

The Mochovce and Bohunice nuclear power plants are central to this strategy, with ongoing investments aimed at increasing capacity and safety. 

The IT sector is another growing part of the economy, benefiting from a well-educated workforce and a strong emphasis on technical education. Slovakia has become a regional hub for software development, IT services, and cybersecurity, with a rapidly expanding start-up ecosystem in cities like Bratislava and Košice.  

The government has been actively promoting digitalisation and innovation, recognising the sector’s potential to drive future growth. 

Tourism, while smaller in comparison to manufacturing, also remains a vital part of Slovakia’s economy. The country’s natural beauty, with its mountains, castles, and historic towns, attracts millions of visitors each year.  

The High Tatras, a mountain range in northern Slovakia, is a particularly popular destination for outdoor enthusiasts. However, the tourism sector faced significant challenges during the Covid-19 pandemic, with visitor numbers dropping dramatically. More than 6.27 million tourists visited the country in 2019—the figure for 2023 was 5.55 million, well below pre-Covid levels.

A shot in the arm

Slovak politics was rocked earlier this year when an assassin attempted to kill the country’s prime minister, Robert Fico. Badly wounded, Fico survived and has since resumed full-time duties. 

Long considered a nationalist, Fico’s economic policy has hitherto remained pro-business, continuing the successful policies of previous governments in prioritising low taxes, investment incentives, and labour market flexibility to attract foreign investors.  

However, there is a growing tension between the need for fiscal responsibility and the demand for increased social spending, particularly in response to rising inequality and the cost-of-living crisis. 

Corruption remains a significant issue, with several high-profile cases in recent years exposing deep-rooted problems in public procurement and political patronage. While the previous government took some steps to address these issues, including judicial reforms and the establishment of anti-corruption bodies, the public’s trust in institutions remains relatively low, and the fight against corruption is not a priority for Fico’s government.   

Challenges 

Slovakia faces several economic challenges in the short to medium term. One of the most pressing is demographic change. Slovakia’s population is aging rapidly, with a declining birth rate and increasing life expectancy. This demographic shift is expected to put significant pressure on the country’s pension and healthcare systems, and may also lead to labor shortages in key sectors.  

The government has been slow to address these challenges, with much-needed reforms to the pension system and labor market still in the early stages. 

Another critical issue is the regional disparity within the country. While Bratislava and the western part of Slovakia have benefited greatly from economic growth, other regions, particularly in the east, have lagged behind.  

High unemployment rates, lower levels of education, and inadequate infrastructure in these areas continue to hinder their development. Addressing these disparities will be crucial for Slovakia’s long-term economic sustainability. 

On the positive side, Slovakia’s membership in the EU provides it with access to significant funding through the EU’s recovery plan and structural funds. These resources offer a unique opportunity for Slovakia to invest in critical infrastructure, green energy projects, and digital transformation.  

If absorbed and managed effectively, these investments could help mitigate some of the country’s economic vulnerabilities and create new avenues for growth. 

In search of the right mix

The outlook for Slovakia’s economy is one of cautious optimism. The country’s strong industrial base, particularly in manufacturing, provides a solid foundation for growth.  

However, the need to diversify the economy is becoming increasingly urgent, especially given the global shift towards sustainable and digital technologies. The government’s ability to implement necessary reforms, attract investment in new sectors, and address social and regional inequalities will be key determinants of Slovakia’s economic trajectory in the coming years. 

The political environment remains a potential wildcard. Stability and effective governance will be crucial in navigating the economic challenges ahead. While Slovakia has shown resilience in the face of past crises, including the global financial crisis and the pandemic, the road ahead will require careful management of both internal and external pressures. 

Real GDP grew by 1.6 per cent in 2023, primarily reflecting a decline in private and public consumption. The weaker economic performance of the country’s major trade partners resulted in a decline of exports and some deterioration in Slovakia’s market share.  

A simultaneous large fall in imports resulted in an overall positive contribution from net exports, but this was more than offset by the negative contribution of the strong drawdown in inventories.  

Looking forward, economic activity is expected to accelerate in 2024 as private and public consumption resume growth and exports rebound strongly due to firming external demand.  

Government support measures are expected to continue limiting the impact of high energy prices for households and businesses in 2024. Furthermore, the projected real wage increases should provide an extra stimulus for private consumption.  

However, investment growth is set be limited in 2024, following a notable jump by 10.6 per cent in 2023 as Slovakia intensified its use of EU funds by the end of the year.  

In 2025 investment is expected to pick up pace to a great extent driven by absorption of EU structural funds and the RRF. Overall, real GDP growth is projected at 2.2 per cent in 2024 and 2.9 per cent in 2025, according to the EU’s latest forecast for the country, published in May. 

With the right mix of policy, innovation, and investment, Slovakia has the potential to not just maintain its current status but to rise as a leading economy in Central Europe. However, missteps could see it falter in the face of mounting global and domestic challenges. As always, the balance between opportunity and risk will define Slovakia’s economic story. 

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.