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Economy in focus: Czechia

Czechia’s path to prosperity mixes steady progress with measured ambition

January 10, 2025

9 min read

January 10, 2025

9 min read

Are the good times about to return to Czechia? It would appear so. Following zero growth in 2023 and a modest recovery in 2024 (GDP growth is expected to come in at one per cent), growth is set to pick up to 2.4 per cent in 2025 and 2.6 per cent 2026, with a recovery in real disposable incomes supporting stronger consumer demand.

According to the Organisation for Economic Co-operation and Development (OECD), investment will be bolstered by easing financial conditions and the stronger use of EU funds.

The growth of exports will pick up, as demand from Czechia’s main trading partners strengthens. Headline inflation is projected to remain around the two per cent mark, with core inflation gradually easing. Risks are tilted to the downside, related to geopolitical tensions and a more persistent slowdown of growth in key trading partners, especially Germany.

Yet the road to renewed prosperity is neither straightforward nor guaranteed. As Czechia moves into the middle of the decade, its growth prospects may look increasingly robust, but the country must also contend with a string of uncertainties and structural challenges.

Some analysts remain cautiously optimistic that the traditional industrial powerhouse of Central Europe will recalibrate for a period of sustainable, moderate expansion. Others, citing energy-security worries and a pronounced dependence on Germany, see clouds looming on the horizon. Yet if current projections are anything to go by, Czechia is poised to harness both its manufacturing prowess and evolving service sectors to deliver a steady rebound—and possibly more.

A diversified manufacturing base

Czechia’s enviable manufacturing tradition has long anchored its economy. The automotive sector, in particular, continues to shine as a champion of Czech industry. Škoda Auto, the national flagship brand, is a noteworthy example of how local expertise, combined with foreign investment and European Union integration, can yield world-class products.  

While automotive production suffered during the Covid-19 pandemic and the subsequent supply-chain snafus, pent-up demand for new vehicles is starting to filter through. Exports are also buoyed by the gradual recovery in the euro zone—Czechia’s primary market.

But relying too heavily on automotive alone can be a double-edged sword. The sector’s cyclical nature and the global shift toward electric vehicles mean that Czechia must keep pace with green technology. For now, manufacturers are taking steps to adapt, aided by a government keen to position the country as an electric-vehicle production hub.

EU recovery funds have provided not just capital inflows but also the impetus to invest in battery production, electric-vehicle components, and digitalisation. Over time, these initiatives could help the country retain its edge in a fiercely competitive global marketplace.

Beyond cars, other industrial segments are also regaining momentum. Aerospace, heavy machinery, pharmaceuticals, and electronics have received renewed attention, often as part of broader EU-led initiatives to bolster regional supply chains.

Production lines, after enduring cost pressures and staff shortages, are mostly back up and running. Easing commodity prices and a more predictable energy situation have reduced input-cost volatility. The upshot is that industrial output should accelerate once Europe’s growth fully recovers, particularly if Czechia can push ahead with productivity-enhancing upgrades.

Services and the tech frontier

While it remains a manufacturing juggernaut, Czechia’s burgeoning technology and service sectors represent a new frontier for economic dynamism. Already recognised as a hub for IT outsourcing and software development, the country is moving up the value chain.

Prague, Brno, and Ostrava all host expanding clusters of start-ups specialising in cyber-security, fintech, gaming, and artificial intelligence solutions. The talent pipeline benefits from a strong tradition of technical education, augmented by a growing inflow of digital nomads seeking the region’s cultural attractions and relatively low cost of living.

EU investment programmes, coupled with local venture-capital initiatives, have helped some of these start-ups to blossom into export-oriented companies. The challenge will be sustaining this growth amid global uncertainty.

Nevertheless, if the success of tech hubs in Poland or Estonia is any guide, Czechia’s own digital ecosystem seems primed for further expansion. In parallel, the business-process-outsourcing (BPO) segment has also managed to attract foreign companies in search of well-qualified, multilingual staff. The region’s stable political environment and favourable location at the heart of Europe are attractive selling points—factors likely to persist even in the face of cyclical dips.

Opportunities for investment

As inflationary pressures subside and financing conditions ease, Czechia stands out as a prime location for both local and foreign investors. The government’s re-commitment to fiscal prudence has increased confidence, while interest rates—though still above pre-pandemic levels—are on a gradual downward track. A modest depreciation of the koruna against the euro in 2024 also helps exporters, and in turn, fosters a climate amenable to foreign direct investment.

Much of this inbound capital is expected to flow into advanced manufacturing, green energy, digital infrastructure, and real estate. Industrial property remains a hotspot for developers seeking modern warehousing and manufacturing facilities, especially around Prague and Brno.

Commercial real estate has likewise proven resilient, although high-end office space in major cities faces stiffer competition as remote-working arrangements gain wider acceptance. The hospitality sector, buoyed by the return of international travel, also offers scope for strategic investments, particularly in upscale hotels and conference venues.

For entrepreneurs and venture capitalists, Czechia’s technology landscape presents a wealth of opportunities. Government incentives—such as tax breaks for research and development—aim to encourage innovation.

EU structural funds, channelled through local institutions, have ramped up business-acceleration programmes targeting small and medium-sized enterprises (SMEs). Investors with a keen eye on software-as-a-service (SaaS), analytics, and cybersecurity may find fertile ground in Czech tech clusters, which compete increasingly with Western Europe on both quality and price.

Risks lurk beneath the surface

Not all is rosy, however. Czechia’s political leaders have maintained a degree of stability in recent years, but the coalition government’s capacity to push through reforms is not unlimited. Containing fiscal deficits requires balancing spending priorities for public infrastructure, healthcare, and education. If political infighting re-emerges, public investment in crucial sectors could stall, undermining the country’s medium-term potential.

External threats also loom. Foremost among them is Czechia’s deep economic linkage with Germany, its largest trading partner. Should Germany’s economy lose momentum—whether due to an extended energy crunch, supply-chain reorientations, or weakening global demand—Czech exporters will feel the pinch immediately.

Geopolitical tensions, most notably related to Russia’s war in Ukraine, continue to cast a shadow. Although energy security in Czechia has improved through diversified supplies and strategic reserves, disruptions to European energy markets could yet resurface, setting back industrial production.

Meanwhile, labour-market dynamics present another complication. Low unemployment, while typically a positive sign, has put upward pressure on wages in both manufacturing and services. Skilled workers, particularly in tech, command ever-higher salaries, squeezing profit margins for smaller firms. Although net migration helps fill some vacancies, demographic changes point to a gradually shrinking workforce, which could become an economic headwind over time.

On the monetary front, the Czech National Bank (CNB) finds itself walking a fine line. Keen to contain inflation, it hiked interest rates earlier than many of its European peers, but it also wants to avoid stifling the budding recovery.

As price pressures ease, the CNB has signalled some openness to modest rate cuts; yet any swift change in global markets could force a shift back towards a more cautious stance, risking volatility for both bond and currency markets.

Consumer confidence and the domestic market

Households in Czechia have endured a challenging couple of years. Rising energy bills and slow wage growth for much of 2023 sapped disposable incomes. But the tide appears to be turning, supported by lower inflation and a steady, if unspectacular, rise in real wages.

The reopening of retail, hospitality, and cultural venues—once hampered by pandemic restrictions—is galvanising domestic consumption. Pent-up demand for services like travel and dining out bodes well for small businesses.

Consumer sentiment surveys suggest a gradual return of optimism, even though caution lingers over potential economic shocks. The state’s partial energy subsidies, introduced in response to soaring fuel prices, have helped reduce uncertainty.

A more vibrant labour market, with new job opportunities in services and tech, also promises to bolster consumer confidence. That, in turn, will feed a virtuous cycle of higher demand, spurring companies to expand capacity and invest.

Looking ahead

Czechia’s near-term prospects are buttressed by multiple tailwinds—strong industrial fundamentals, thriving tech clusters, and a supportive EU backdrop. By 2025, the country hopes to have capitalised on the post-pandemic upturn, translating export-led momentum into a broader recovery.

If GDP growth indeed accelerates to 2.4 per cent in 2025 and 2.6 per cent in 2026, it will mark the return of confidence that has been sorely missing from the Czech economy’s post-pandemic story.

Even so, policymakers and investors must remain vigilant. Global headwinds—Germany’s slowing economy, geopolitical ructions, energy-market uncertainty—could quickly derail growth targets. A shift in global risk appetite might also pressure the koruna, triggering potential capital outflows.

At home, the government must see through public spending reforms and promote measures that upskill the workforce, encourage innovation, and streamline bureaucracy.

Yet these caveats ought not to obscure Czechia’s enduring advantages. The country’s central location, industrial base, and increasingly sophisticated service sector give it a competitive edge in a Europe that has rediscovered the virtues of nearshoring.

Strategic investments in green and digital technologies promise longer-term benefits. Although cyclical dips are bound to occur, Czechia’s ability to maintain fiscal discipline while steadily upgrading its infrastructure underscores the prudent management that has served it well for decades.

By the middle of the 2020s, the economy may once again resemble the robust performer that long attracted foreign investors and boasted some of Europe’s lowest unemployment.

While growth rates may not scale the heights of earlier booms, a sustained, modest expansion—driven by resilient industries and rising consumer optimism—could prove more stable. In a region of Europe that has often wrestled with volatility, Czechia’s path to prosperity might well hinge on exactly that balance: steady progress underpinned by measured ambition.

Photo by Martin Krchnacek 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.