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Mind the automation gap

In CEE, R&D spending varies widely between the various countries

December 9, 2024

6 min read

December 9, 2024

6 min read

Photo by Craig Sybert on Unsplash.

Central and Eastern Europe (CEE) has been a manufacturing powerhouse for decades, leveraging its strategic location, access to the EU market, and competitive labour costs to attract foreign direct investment (FDI).  

The region’s production lines have churned out cars, electronics, and machinery that power industries worldwide. However, as global manufacturing undergoes a seismic shift driven by automation and innovation, CEE must adapt or risk losing its edge. 

A closer examination of research and development (R&D) spending, levels of automation, and sectoral performance across the region highlights the stark contrasts between frontrunners and laggards—and sheds light on what the future might hold for its manufacturing sector. 

Fuelling innovation, unevenly

Investment in R&D is the backbone of industrial innovation. In CEE, R&D spending varies widely between the various countries, creating a somewhat fragmented, uneven innovation landscape.  

Slovenia, the standout performer, allocated 2.2 per cent of its GDP to R&D in 2022, nearing the EU average of 2.27 per cent. This investment has fueled advancements in high-value industries, particularly pharmaceuticals and advanced manufacturing. 

Czechia and Hungary also exhibit robust R&D activity, spending 1.95 per cent and 1.61 per cent of GDP, respectively. In these countries, government incentives, coupled with the presence of multinational corporations, have spurred research clusters in sectors such as automotive engineering and artificial intelligence. 

Poland, the largest economy in the region, dedicates 1.4 per cent of GDP to R&D, reflecting its middle-of-the-road approach. While Warsaw is home to burgeoning tech hubs and innovation labs, smaller cities often struggle to attract comparable investment. 

On the other end of the spectrum, Bulgaria and Romania spend less than one per cent of their GDP on R&D. Despite being EU members for 17 years, these countries continue to grapple with limited state funding and brain drain, with many scientists and engineers seeking opportunities abroad.  

This chronic underinvestment in R&D puts them at risk of falling behind in the race for industrial innovation.  

The automation gap

CEE’s automotive sector is a shining example of automation’s potential. Slovakia, with the highest per-capita car production in the world, has become a magnet for automakers like Volkswagen, Kia, and Stellantis.  

Robotic assembly lines, integrated logistics systems, and predictive maintenance technologies are commonplace in Slovak factories, enabling them to meet high global standards. 

Poland has also embraced automation in its booming electronics manufacturing sector. Plants producing semiconductors, home appliances, and batteries for electric vehicles have integrated Industry 4.0 technologies, ensuring quality and efficiency.  

Czechia, too, is making strides in automating its industrial base, with a strong emphasis on precision engineering and robotics. 

In contrast, Bulgaria and Romania lag in automation adoption. A 2023 report by the International Federation of Robotics found that Romania has just 18 industrial robots per 10,000 workers, well below the EU average of 129.  

Bulgaria fares slightly better, with 30 robots per 10,000 workers. The low density of robots reflects structural challenges, including limited capital for investment, outdated infrastructure, and a workforce unprepared for the digital transition. 

Traditional industries such as textiles and furniture manufacturing, prevalent in Bulgaria and Romania, also face slower adoption of automation due to the high costs of integrating technology into legacy systems. This leaves these sectors vulnerable to losing market share to competitors in Asia, where automation is advancing more rapidly. 

Sectoral winners 

The automotive industry remains the cornerstone of manufacturing in CEE, accounting for a significant share of exports in countries like Slovakia, Czechia, and Hungary. These nations have successfully integrated automation and R&D into their production ecosystems, enabling them to remain competitive even as labour costs rise. 

Investments in electric vehicles (EVs) are also reshaping the region’s automotive sector. Poland, for instance, has attracted major battery manufacturers, positioning itself as a key player in the EV supply chain. This shift reflects not only the integration of advanced technologies but also a broader pivot towards sustainability.  

Poland is also emerging as a leader in electronics, particularly in areas such as consumer electronics, medical devices, video games, and IT hardware. Automation has played a crucial role in this success, allowing Polish factories to meet global demand while maintaining high quality standards.  

Challenges await 

Despite pockets of success, the region faces several challenges in its quest for manufacturing excellence. 

Automation requires a workforce skilled in robotics, software engineering, and data analytics. Many CEE countries, particularly those with lower R&D spending, face acute shortages of such talent. The migration of young, educated workers to Western Europe exacerbates the problem. 

Outdated infrastructure also remains a bottleneck in several CEE countries, hindering the deployment of automation technologies. While EU structural funds have helped address some gaps, much remains to be done, particularly in rural areas.  

While EU funds have been instrumental in supporting modernisation, not all countries have been equally effective in utilising these resources. Bulgaria and Romania, for instance, often face challenges in absorbing EU grants due to bureaucratic inefficiencies. 

Inconsistent industrial policies across the region meanwhile create uncertainty for investors. Countries with robust incentives for R&D and automation, such as Hungary and Czechia, attract more investment, while others struggle to compete. 

Opportunities for growth 

To secure its place in the global manufacturing ecosystem, CEE must address these challenges head-on. Key opportunities include boosting R&D Investment, with governments prioritising R&D spending, particularly in lagging countries. Public-private partnerships can play a crucial role in bridging funding gaps and fostering innovation. 

Accelerating workforce reskilling is also crucial, not least in areas decarbonising (areas where coal mining, for example, provided the majority of jobs).  

Comprehensive education and training programmes are essential to equip workers with the skills needed for automated and high-tech manufacturing. Collaboration between governments, universities, and industries will be critical. 

Greater collaboration between CEE countries could also help share best practices and resources, particularly in areas like robotics and AI development. 

Then there’s green manufacturing. Sustainability is increasingly becoming a competitive advantage in global markets. By investing in green technologies and processes, CEE manufacturers can align with EU climate goals and attract eco-conscious investors. 

Political will 

While leaders like Slovenia, Slovakia, and Poland demonstrate the transformative potential of R&D and automation, lagging countries risk being left behind.  

Addressing disparities in innovation, technology adoption, and workforce preparedness will be crucial for the region to thrive in an increasingly competitive global market. 

CEE has the resources, talent, and strategic positioning to remain a manufacturing hub. The challenge lies in harnessing these strengths effectively, ensuring that progress is inclusive and sustainable.  

Photo by Craig Sybert on Unsplash.

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.