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Economy in focus: Montenegro

Podgorica’s growth strategy should be based on productivity and human capital

November 26, 2024

6 min read

November 26, 2024

6 min read

The smallest country in the emerging Europe region, home to fewer than 650,000 people, Montenegro’s open, service-based economy is highly vulnerable to external shocks, and it relies on fiscal policy and structural reforms to maintain macroeconomic stability. 

Over the past decade, Montenegro has embarked on a path of economic transformation, a journey marked by significant growth, sectoral diversification, and increasing integration into global markets.  

However, the country continues to grapple with challenges stemming from its political landscape, geopolitical influences, and the need for sustainable development. 

Montenegro’s economy has undoubtedly demonstrated resilience and growth over the past ten years. According to the World Bank, the country’s GDP reached 7.6 billion US dollars in 2023, with a per capita income of 12,252 US dollars.  

Earlier this month, the European Commission forecast that Montenegro’s GDP is expected to grow 3.9 per cent in 2024, exceeding a projected increase of 3.4 per cent announced in May, but still well below the robust 6.3 per cent growth rate recorded in 2023. 

The Commission also increased its forecast for Montenegro’s economic growth in 2025 to 4.2 per cent, up from three per cent forecast in May. 

“Economic growth is projected to accelerate in 2025 as newly adopted policy measures are likely to provide a boost for private consumption and investment. This impact is expected to moderate in 2026,” the Commission said. 

Average annual inflation meanwhile is seen slowing down to 3.8 per cent this year from last year’s 8.6 per cent, while in 2025 it is seen quickening again, slightly, to 4.1 per cent on the back of substantial increase in wages and social transfers. 

Montenegro’s growth has been primarily driven by the services sector, notably tourism, which has capitalised on the country’s superb Adriatic coastline and rich cultural heritage. 

Indeed, the tourism industry has been a cornerstone of Montenegro’s economic expansion, accounting for around 30 per cent of GDP. In recent years, the country has attempted to shift a greater percentage of the tourist trade away from low-revenue package tours into more luxurious and upscale projects, such as the Porto Montenegro development near Tivat. 

Beyond tourism, Montenegro has made at least some strides in diversifying its economy. The information technology sector, though still emerging, has shown promise. The government has implemented initiatives to foster a digital economy, including investments in digital infrastructure and incentives for tech start-ups. In the latest, 2024 edition of Emerging Europe’s Future of IT report, Montenegro was ranked 14th (of 23 countries) in the IT Competitiveness Index, a big improvement on 20th place in 2023.

However, the IT sector’s contribution to GDP remains modest, at 4.4 per cent in 2022, and further development is necessary to establish it as a significant economic pillar. 

Economic vulnerabilities 

Despite these positive trends, Montenegro faces several economic challenges. The country’s heavy reliance on tourism renders it vulnerable to external shocks, as evidenced by the Covid-19 pandemic’s impact: GDP fell by more than 15 per cent in 2020.  

The World Bank has highlighted the need for fiscal policy and structural reforms to maintain macroeconomic stability, given the economy’s susceptibility to external fluctuations. 

Public debt is another pressing concern. While the European Commission has projected that Montenegro’s public debt is set to decrease to 61 per cent of GDP by 2026, the need for debt refinancing remains significant, scheduled to peak at 11 per cent of GDP in 2025. 

High public spending, limited revenue sources, and substantial impending debt repayment obligations pose ongoing fiscal challenges. 

Additionally, while the labour market has shown signs of recovery, with employment gains contributing to a record high activity rate and a record low unemployment rate of just under 11 per cent in August 2024, structural issues persist. Youth unemployment remains high, estimated at anywhere from 25-30 per cent. 

The economy’s capacity to generate high-quality, sustainable jobs remains limited, necessitating reforms in education and labor policies to align workforce skills with market demands. 

Political and geopolitical context 

Montenegro’s political landscape is intricately linked to its economic prospects. The country’s aspirations to join the European Union have been a driving force behind various reforms.  

However, significant rule of law challenges have slowed the accession process, reflecting a key development constraint. Since starting accession negotiations in 2012, Montenegro has aligned its legislation with the EU acquis and made efforts to improve living standards. Yet, the growth strategy has largely relied on attracting a few large investment projects in transport, energy, or tourism. 

Relations with Serbia remain a complex aspect of Montenegro’s political context. Historical ties and cultural connections have been juxtaposed with political tensions, particularly concerning national identity and foreign policy orientations. These dynamics have implications for regional stability and economic cooperation. 

Russian influence in Montenegro has been a subject of scrutiny, especially in the context of the country’s NATO membership and EU aspirations. Russia’s efforts to exert influence through political channels, economic investments, and media presence remain a concern. The extent to which the EU and NATO are effective in countering Russian influence in Serbia, Bosnia and Herzegovina, and Montenegro is a pertinent issue. 

Foreign investment 

Foreign direct investment (FDI) has been a vital component of Montenegro’s economic development. The World Bank reports that FDI net inflows have been substantial, reflecting investor confidence in sectors such as tourism, real estate, and energy. In 2022, FDI accounted for 9.3per cent of GDP, indicating a significant role in the economy. 

However, the concentration of FDI in specific sectors poses risks. The reliance on tourism and real estate investments underscores the need for diversification to enhance economic resilience. Attracting investment in manufacturing, technology, and renewable energy could provide more balanced growth and reduce vulnerability to sector-specific downturns. 

The government has recognised the importance of creating a conducive environment for diverse investments, but efforts to improve the business climate, streamline regulatory frameworks, and combat corruption are essential to attract and retain foreign investors.  

Additionally, aligning investment strategies with sustainable development goals can ensure that economic growth benefits broader segments of society and preserves environmental integrity. 

A multifaceted approach to growth 

Montenegro’s economic journey over the past decade reflects a narrative of growth, diversification, and integration into the global economy. The tourism sector has been a significant driver, complemented by emerging industries like IT.  

However, challenges related to economic vulnerabilities, public debt, and geopolitical influences persist. 

Addressing these challenges requires a multifaceted approach. Structural reforms to enhance fiscal stability, investments in education and infrastructure, and efforts to strengthen the rule of law are crucial. Moreover, the political and geopolitical landscape necessitates strategic diplomacy and more alignment with international partners. 

Perhaps most importantly, to achieve higher standards of living, Montenegro’s growth strategy should be based on productivity and human capital gains while preserving natural resources to enable sustainable development. This would require enforcing competition and consistent policy implementation, better leveraging trade, improving human capital by reducing inequality of opportunity, and empowering public institutions.

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.