Add to cart, add to GDP
In Brussels, the innovation penny drops
parallax background

The brain drain challenge

Reversing emigration is more than a policy challenge

January 30, 2025

9 min read

January 30, 2025

9 min read

Photo by Ross Findon on Unsplash.

Across much of emerging Europe, brain drain remains an enduring concern. Since the early years of transition from planned to market economies, talented people with ambitions for brighter futures have sought opportunities in Europe’s more affluent west—or further afield.  

This exodus of skilled professionals raises urgent questions: how can emerging Europe reverse or at least mitigate the flight of its best and brightest? And what policies and initiatives have proven most successful in keeping talent at home, or luring it back? 

In recent years, governments, businesses, and civil society groups from Sofia to Belgrade have experimented with fresh ideas to solve this problem.  

Some strategies focus on improving economic opportunities, others turn to education reforms and partnerships with foreign investors, and still more set out to modernise public services and cultivate national pride.  

These efforts, in certain corners of Eastern Europe, have begun to yield promising results—and to offer the rest of the region instructive examples in tackling a phenomenon that has shaped local labour markets for over three decades. 

A continent divided by opportunity 

Europe’s East-West economic disparities have historically tempted skilled workers to migrate westward. Despite infrastructural upgrades and periodic economic booms, many parts of emerging Europe still struggle with comparatively low wages and limited opportunities for professional development.  

In 2020, for instance, Eurostat data revealed that average monthly net earnings in countries such as Romania, Bulgaria, and Croatia were only a fraction of those in Germany, Belgium, or the Netherlands. This discrepancy, in the eyes of many young professionals, inevitably draws them away from home. 

The brain drain effect goes beyond economics. Poor career prospects might be the largest push factor, but many emigrants also cite dissatisfaction with local governance and socio-political climates. Corruption, underfunded health care, and outdated education systems all feed into a cycle of resentment, propelling people to leave. 

Meanwhile, companies in Germany or the United Kingdom can offer more advanced training, better working conditions, and a secure future. 

Although the EU’s freedom of movement facilitates this westward migration, some countries in emerging Europe have discovered policy tools that stem the tide—or even pull professionals back.  

Indeed, there have been instances of ‘brain gain’ programmes, as well as fresh impetus by the private sector, that have flipped the dynamics. Observing the playbooks of these success stories offers a glimmer of hope for the rest of the region. 

Tax breaks and talent incentives: Romania’s tech renaissance 

One of the most visible examples of reversing brain drain hails from Romania’s tech industry.  

At the turn of the millennium, Romania lost thousands of engineers each year to better-paying jobs in Western Europe and America. But in the past decade, a growing stable of homegrown IT and software development firms—coupled with the arrival of multinational tech giants—has spurred a revival of local talent retention.  

According to data from the Employers’ Association of the Software and Services Industry, the Romanian technology sector has become the country’s second-largest exporter, generating robust growth in urban hubs like Cluj-Napoca, Timișoara, and Iași. 

Romania’s government helped pave the way by granting tax exemptions for IT specialists, lowering corporate taxes, and supporting technology parks that cluster start-ups alongside global players.  

These measures have made it easier for entrepreneurs to set up shop and for skilled workers to find well-paid employment without leaving the country. The results have been striking. Whereas Romania still grapples with outmigration in other fields—particularly health care—it has effectively curbed the exodus of IT professionals.  

What was once a negative spiral has morphed into a virtuous circle, as returning diaspora members inject capital and know-how into emerging tech centres.  

However, since January 1, 2025 tax breaks for IT workers have been removed—it remains to be seen if this will impact the labour market and spark a new exodus of talent. 

Reforms in education: Poland’s upward trajectory 

Poland’s trajectory is another instructive tale. Unlike some neighbours, Poland avoided the worst effects of the 2008 financial crisis and has steadily climbed the ladder of EU living standards.  

At the core of this success is a robust education system that has undergone sweeping reforms since the 1990s. Today, Poland’s higher education institutions regularly rank among the continent’s most improved in global surveys, and the country boasts a pipeline of well-trained graduates in engineering, science, and business. 

These reforms did not happen overnight. Successive governments prioritised teacher training, modern curricula, and partnerships with foreign universities. As a result, Warsaw, Kraków, and Wrocław have become magnets for international companies looking to tap into Poland’s talent base, reducing the impetus for young Poles to seek education and careers abroad.  

At the same time, the rise of Polish entrepreneurship—whether in advanced manufacturing or gaming—has given new graduates reasons to remain local. By coupling education reforms with investment incentives, Poland has proven that targeted changes can mitigate the forces of brain drain. 

A new deal for healthcare workers: Hungary’s strategy 

Hungary has also wrestled with significant outmigration, especially in the medical profession.  

Keen to work in modern hospitals with better pay, Hungarian doctors and nurses have historically moved in large numbers to Germany or the United Kingdom. But Budapest recently committed to robust salary increases for healthcare workers and better research facilities in selected hospitals.  

The government’s plan, launched in stages from 2021 onwards, promised doctors a wage hike of up to 120 per cent and introduced incentives for them to remain in the public healthcare system. 

Although the effectiveness of this plan is still being assessed, initial figures point to a decline in the number of departing medical professionals.  

A stable local workforce is crucial not only for healthcare provision but also for sustaining other parts of the economy: a functional healthcare system is often seen as a prerequisite for the broader well-being and confidence of the labour market. 

The lure of modern infrastructure: The Baltic connection 

For the small Baltic states—Estonia, Latvia, and Lithuania—the story of brain drain has been an existential worry since independence in the early 1990s.  

The populations of these countries are modest and have had high rates of outmigration. Yet, success in the digital sphere, particularly for Estonia, has somewhat stemmed the outflow of skilled workers.  

Tallinn’s e-governance model, widely lauded for its efficiency and transparency, has become a powerful calling card for tech-savvy professionals. Estonia’s success in digital public services, including online voting and tax filing, underscores the role that modern governance can play in building national pride and persuading young minds to stay. 

Likewise, Latvia and Lithuania are seeking to emulate parts of Estonia’s digital model, while rolling out infrastructure projects to connect regional transport routes and energy grids with Western Europe.  

The ongoing Rail Baltica project, an ambitious railway line that will link the Baltics with Poland and the rest of the EU, promises to boost trade, tourism, and international investments.  

Such big-ticket initiatives signal forward-thinking strategies that can reassure local talent there is a future worth investing in back home. 

Tapping the diaspora: Serbia’s reconnection efforts 

Outside of the EU, Serbia presents an intriguing example of diaspora engagement to mitigate the impacts of brain drain.

According to the World Bank, Serbia’s emigrant population is substantial, numbering over a million worldwide. Many of these individuals went to Western Europe, Australia, or the United States in pursuit of better educational and job opportunities.  

Over the last decade, however, successive Serbian governments have experimented with strategies to entice at least some of the diaspora to return, particularly those with entrepreneurial ambitions. 

One such initiative is a diaspora investment fund, which offers matching grants to returning business owners who set up companies within Serbia.  

There is also a push to improve bureaucratic procedures for diaspora returnees—such as simplifying the process of transferring professional qualifications and awarding tax breaks for new businesses.  

As a result, a modest but growing number of young professionals have decided to move back and start technology or consultancy firms in Belgrade and Novi Sad. While a mass return remains unlikely, Serbia’s approach demonstrates how diaspora engagement can plant the seeds of a more vibrant local economy. 

Lessons from success and the road ahead 

The experiences of Romania, Poland, Hungary, the Baltics, and Serbia show that reversing or mitigating brain drain requires more than just a few policy tweaks.  

It demands comprehensive strategies that address the economic, social, and infrastructural dimensions of professional life. Tax incentives can reduce the financial gap between East and West, but, on their own, they will not keep a generation rooted if the political environment is perceived as corrupt or unreformed.  

Similarly, building high-quality universities is a necessary, but not sufficient, condition for encouraging graduates to start careers at home. 

Yet there is plenty of reason for cautious optimism. Over the past decade, many emerging European nations have moved up rankings in terms of quality of life, competitiveness, and innovation.  

Homegrown start-ups—particularly in software, fintech, and e-commerce—have put the region on the global technology map. Multinationals have discovered that Eastern Europe’s talent pool offers a rich source of high-skilled labour, leading them to open new research and development centres. 

That is not to say the job is complete. Many talented youngsters continue to regard the West as their springboard to success. In health care, engineering, and academic research, the outflow of talent remains acute.  

Politicians in emerging Europe regularly talk up the importance of keeping local talent, but structural reforms can be slow to materialise, especially when short-term populism creeps into policy decisions. 

Nevertheless, the story of the region’s brain drain is evolving. If the 1990s were about mass departures and diminishing hopes, the 2020s may well become about nascent reversals and renewed optimism.  

Successful examples of mitigating talent migration demonstrate the importance of fostering an entrepreneurial climate, investing in education and infrastructure, and building confidence in governance and public services.  

Along the way, governments are discovering that sometimes, the best ambassadors of a place are those who once left it—only to rediscover its charms and come back with fresh ideas and international networks. 

In the end, reversing brain drain is more than a policy challenge. It is a broader project of national renewal, requiring trust in domestic institutions and belief in a shared future.  

If countries in emerging Europe can continue down this path—modernising schools, building robust industries, and convincing the diaspora that local opportunities rival those abroad—then perhaps the term brain drain will one day be a historical footnote, rather than an ever-present threat. 

Photo by Ross Findon on Unsplash.

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis at Reinvantage.

Share

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.