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Setting Europe’s agenda

The Baltics and CEE are stepping into the spotlight as Brussels reshuffles its top ranks

September 20, 2024

5 min read

September 20, 2024

5 min read

The European Union’s new foreign policy chief is Estonian, a Lithuanian will take charge of defence, and a Latvian the EU’s economy. With a combined population of around six million people, the three Baltic states are – not for the first time – punching above their weight on the international stage. 

There were few surprises when European Commission President Ursula von der Leyen formally named her widely-leaked new team on September 17, which—European Parliament approval pending—will lead the EU’s most powerful institution for the next five years. 

“The core priorities [of the new Commission] will be prosperity, security, democracy,” said von der Leyen when presenting her team. 

“The whole [Commission] is committed to competitiveness,” she stated, adding that, “each member of the Commission is equal, and that each commissioner has an equal responsibility to deliver on our priorities.” 

Baltics lead the charge

Some commissioners, however, are more equal than others. 

Former Estonian Prime Minister Kaja Kallas will serve as the EU’s de facto foreign minister, arguably the second most important job in Brussels, behind only von der Leyen in the Commission’s hierarchy. Well known as being unflinching in her tough stance on Russia she is likely to spearhead renewed efforts to pile further economic pressure on Moscow. 

Defence, a newly created role, carries a great deal of weight (despite defence remaining a strictly national-level competency) given the current geopolitical situation and its opportunity to set Europe’s security agenda, and is a job that Andrius Kubilius, an enormously experienced former Lithuanian prime minister, appears well suited for. Ensuring that the EU continues to develop its defence industry—given a kick-start by Russia’s invasion of Ukraine—will be his top priority.  

Kubilius has already stated that he is “open” to issuing joint bonds or using unspent money from post-Covid-19 funds to raise vital funds to increase the EU’s military competitiveness.

Kubilius, the oldest member of the new Commission at 67, also takes charge of Europe’s space programme. 

Latvia’s Valdis Dombrovskis, a commissioner since 2014, has been rewarded with the economy portfolio, and will work closely with Poland’s Piotr Serafin, handed the extremely powerful job of overseeing the EU’s budget. Serafin is a seasoned diplomat and key ally of Polish Prime Minister Donald Tusk.

EE to lead on research and innovation, trade, neighbourhood

Bulgaria has also declared itself happy with the research and innovation portfolio, although its nominee, Ekaterina Zaharieva, could be one of several commissioners-designate to face a tough time at their confirmation hearings in parliament, and possibly even rejection. The European Parliament has a habit of ditching at least a couple of commissioners-designate each cycle in order to remind the Commission that it does wield at least some power.  

Zaharieva could be a possible target given accusations made in 2018 that she assisted in a scheme to sell Bulgarian citizenships. She was never charged nor tried, however. 

Another possible victim of the European Parliament is Slovenia’s Marta Kos. Handed the enlargement brief, Kos will also be in charge of Eastern Neighbourhood Policy, working to support Ukraine, including its reconstruction. 

A last-minute replacement for Slovenia’s original nomination, Tomaž Vesel, after von der Leyen asked for more female nominees, Kos is Slovenia’s former ambassador to Germany and Switzerland. She was forced to resign as ambassador to Switzerland in 2020 however following complaints by employees at the embassy about inappropriate management. 

Slovakia’s hugely experienced Maroš Šefčovič, previously in charge of the European Green Deal, will take on the trade portfolio, with Croatia’s Dubravka Šuica, currently democracy and demography commissioner, moving to the newly created Mediterranean brief. Šuica will have oversight over the EU’s southern neighbourhood, with illegal migration from North Africa a key element of the job. 

Czech Jozef Síkela, the country’s Minister of Trade, will take on the EU’s international partnerships portfolio, tasked with strengthening the EU’s Global Gateway to ensure it puts forward the most attractive, integrated offer to EU partners on infrastructure investment. Global Gateway has long been touted as the EU’s alternative to China’s Belt and Road initiative. 

Unhappy Hungary 

In Budapest meanwhile, Minister of Foreign Affairs and Trade Péter Szijjártó has criticised von der Leyen for ditching Olivér Várhelyi as the commissioner for EU enlargement, saying her decision was part of “the hypocrisy of Brussels” regarding enlargement policy. 

Várhelyi has instead been handed health and animal welfare in a move the Hungarian government views as a rebuke over Prime Minister Viktor Orbán’s ongoing dispute with Brussels over support for Ukraine, and migration policy. 

On September 19, the European Commission triggered a special procedure to deduct 200 million euros from Hungary’s EU funding. The sum represents the value of fine that the European Court of Justice (ECJ) had imposed on Hungary over the country’s long-standing restrictions on the right to asylum. 

Romania, which like Slovenia switched its nominee in response to von der Leyen’s call for more women (who now make up 40 per cent of the Commission), has also been left feeling short changed. 

Roxana Mînzatu has been handed perhaps the most dead of all the Commission’s dead ducks, labour policy. Like defence, competency for labour policy is mostly held at national level, but unlike defence, it is not considered an agenda setting portfolio. Making Mînzatu an executive vice president of the Commission is a meaningless consolation prize designed merely to soften the blow.  

Blame for Romania’s failure to secure a decent portfolio lies squarely with its government, which made lobbying for a leading portfolio a low priority. 

The grilling of nominees by the European Parliament’s various committees is expected to begin next month, with a confirmation vote likely to take place in early November. The new Commission will begin work on December 1.

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis 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.