The digital doctor will see you now
Add to cart, add to GDP
parallax background

CEE’s carbon compromise

The green agenda for the next decade

January 28, 2025

7 min read

January 28, 2025

7 min read

Central and Eastern Europe is undergoing one of its most consequential transformations since the collapse of communism over three decades ago.  

The region is no stranger to reinvention, to rapid economic and social change, but the green shift now underway may prove more profound than anything that came before. 

Anchored by European Union climate policies—most prominently the target of net-zero emissions by 2050—countries stretching from the Baltics to the Balkans are grappling with the same question: how to balance environmental ambition with economic pragmatism.  

This balancing act has set governments, NGOs, and businesses on both convergent and divergent paths, amid agreements and disagreements that will shape the region’s trajectory in the decade ahead. 

One size does not fit all 

Although grouped under one regional banner, these countries are far from uniform. Poland, with its substantial coal deposits and powerful mining interests, faces a steeper climb toward a low-carbon future.

Meanwhile, the Baltic nations—Estonia, Latvia, and Lithuania—are relatively enthusiastic adopters of wind power and digital solutions, using their smaller scale to pivot faster than larger counterparts.  

Such divergence in starting points influences green policymaking. The Baltic states quickly set ambitious renewable targets, while Poland’s debates on coal phase-out timelines remain fraught with regional politics and trade union pressures. Bulgaria, which also relies heavily on coal, must balance environmental pledges with local job markets, leaving it caught between EU climate obligations and domestic concerns. 

In other respects, however, the region is aligned. Most CEE governments recognise that climate change poses long-term threats to public health, agriculture, and key industries.

Few leaders openly dismiss the need for a cleaner economy. Even Poland, often portrayed as the EU’s coal-hardened outlier, is making tangible investments in offshore wind and solar, while also eyeing nuclear power to reduce emissions without jeopardising energy security. 

With incentives come obligations  

EU-wide initiatives such as the European Green Deal and the Fit for 55 package have forced governments to outline concrete strategies for emission cuts by 2030, and eventually to reach net-zero by mid-century.  

For many in CEE, this shift includes both incentives and obligations. Brussels has allocated significant cohesion and recovery funds to help member states upgrade infrastructure, invest in renewables, and modernise building insulation.  

From Sofia to Bratislava, governments hope to tap these funds as they see opportunities to refresh energy systems and spur job creation in emerging green sectors.  

But there is still a potential downside: transitioning away from carbon-intensive industries is disruptive, and governments such as Czechia’s have argued that this shift must be phased in gradually, mindful of economic competitiveness. 

The automotive sector highlights these tensions. It has delivered foreign-investment windfalls across the region, yet the EU ban on new combustion-engine cars by 2035 weighs heavily.  

Officials accept the necessity of shifting to electric vehicles, but worry about supply chains, workforce re-skilling, and whether investment will be diverted to more technologically advanced regions in Western Europe or Asia.  

Complicating matters further is the region’s drive for energy independence, accelerated by recent geopolitical uncertainties. While gas is still a fossil fuel, new LNG terminals in Croatia and Lithuania are viewed as strategic moves to diversify supplies, with some policymakers defending it as a ‘bridge’ resource until cleaner options can fully replace coal. 

The moral imperative 

Local and international NGOs, meanwhile, treat the transition primarily as a moral imperative. They argue that dithering on coal phase-outs and stronger environmental policies merely postpones the moment of reckoning, raising future financial and social costs.  

Furthermore, once an afterthought, environmental advocacy is growing more vocal across the region.  

Groups in Romania and Slovakia campaign to protect old-growth forests in the Carpathian Mountains, while Hungarian organisations highlight the risks of diminishing river flows in the Danube and Tisza basins, connecting these concerns to both local management issues and broader climate change trends.

Polish environmental NGOs, for years overshadowed by the strong coal lobby, gain more attention by emphasising the public-health costs of air pollution and the potential economic benefits of developing solar-panel and wind-turbine industries. 

In effect, local NGOs across the region are pushing for greater ambition, faster timelines, and more decisive investments in renewables. Their stance contrasts with that of established business associations, which often take a more incremental approach.  

Yet public awareness is evolving, and support from youth movements, social media campaigns, and local initiatives is becoming a potent force in shaping debates over future energy and environmental policies. 

The role of businesses 

Businesses face their own set of contradictions. Heavy industry players in steel, chemicals, and automotive have historically resisted strict emissions caps, pointing to fears of potential job losses and higher operational costs.  

Many caution that energy prices could rise as renewable integration ramps up, which could undercut competitiveness. Yet corporate boards cannot ignore global shifts in consumer demand and investor expectations. Growing emphasis on ESG (environmental, social, and governance) criteria among international investors has put companies’ environmental records under a microscope.  

As a result, major multinationals in the region are retooling CEE factories for electric-vehicle and battery production, in part to comply with evolving EU regulations. 

Local start-ups are similarly discovering new niches in clean technology, from renewable energy infrastructure to waste-management software. Warsaw, Prague, and Budapest have all seen a surge of environmental-technology incubators funded by EU grants and private venture capital.  

Even coal-dependent regions like Poland’s Silesia and Bulgaria’s Stara Zagora are beginning to recognise green transformation as a chance to diversify. By luring logistics and digital-services firms, local authorities hope to cushion the blow of a coal exit. 

Though the process is neither swift nor seamless, a growing number of business leaders view sustainability not only as a matter of compliance but also as a way to stay competitive in the long run. 

Consensus emerges, as do disagreements 

As different as their priorities may be, there are areas where government, NGO, and business interests reach consensus.

All three generally agree that infrastructural renewal offers enormous investment potential. Retrofitting old apartment blocks, for instance, reduces emissions, cuts energy costs, and often provides a quick stimulus to local economies.  

There is also broad alignment on the importance of energy diversification. Whether this stems from climate concerns, national pride, or security imperatives, it has boosted support for solar, wind, hydro, and even modern nuclear. Each of these areas may unite stakeholders—albeit for different reasons. 

Nevertheless, disagreements remain potent. Coal phase-outs are a glaring example. NGOs favour setting definitive, aggressive deadlines, pointing to the climate crisis and mounting evidence of pollution’s health impacts.  

Governments and mining interests insist on gradual transition, wary of voter backlash and union opposition.  

A similar tension appears in agriculture. Environmental advocates warn that industrial-scale farming is not only ecologically harmful but also vulnerable to climate shocks. 

Large agribusiness, though it may concede the need for better resource management, fears the immediate costs and has resisted wholesale transformation. 

Contention also arises over how best to spend EU green funds. Businesses often prefer significant grants and subsidies to overhaul their production processes, while NGOs push for channeling resources to grassroots and community-driven initiatives that can foster local resilience.  

Governments, stuck in the middle, endeavour to allocate resources in a way that appeases as many groups as possible, yet inevitably face complaints of favouritism or short-term thinking. 

The pendulum swings 

Despite the conflicts and uncertainties, the momentum behind a greener economy in Central and Eastern Europe appears unstoppable.  

Governments under pressure from constituents, ballooning energy prices, and legal commitments to Brussels cannot remain static. Activist organisations have grown too visible and influential to dismiss, while businesses that ignore the global shift toward low-carbon technologies run the risk of losing market share. 

That is not to suggest a uniformly smooth process. The speed and scope of green transformations vary from one country to the next, and progress can be halting, fraught with setbacks and compromises.  

How effectively governments can harness EU funds, draw private investment, and communicate the advantages of green modernisation to citizens will prove crucial to success. The resulting tension between sustaining growth and meeting rigid emissions targets will ensure an ongoing public conversation.

The region will become either a model of balanced sustainability or a battleground of unending disputes between industry, governments, and civil society—depending on how these frictions are managed, and where compromise is found. 

Photo by Peter Wormstetter 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.