A new era in medical education
The EU infrastructure dividend
parallax background

The great decoupling

Ending reliance on Russian energy isn’t just about keeping the lights on. It’s about fuelling a more dynamic economy

February 20, 2025

7 min read

February 20, 2025

7 min read

Photo by Venti Views on Unsplash.

Energy security used to be an afterthought in Central and Eastern Europe. Natural gas? Russia provided it. Oil? Again, mainly Russian. Decades of deals locked nations into what seemed like a stable arrangement—until it wasn’t.  

Today, the region faces a turning point. They can scramble merely to replace one supplier with another, or they can seize this moment of reinvention. If they choose the latter, there’s fresh ground to be broken, fresh jobs to be created, and a fresh identity to be forged. 

Consider Poland. Not too long ago, Poland was heavily tied to Russian gas. A single disruption could’ve left factories idle and homes shivering. Then came the Swinoujscie LNG terminal on the Baltic coast. The terminal, which took its first deliveries in 2015, isn’t just a piece of concrete on the shoreline; it’s a symbol of foresight and new ambition.  

By opening the door to imports from Qatar, the United States, and other exporters, Poland cut its reliance on a single source (between 2014 and 2021, it reduced gas imports from Russia by 14 per cent and, in the first quarter of 2023, ended them completely).  

Today, Poland is setting an example: you don’t wait for an emergency to plan for your future. You carve your own path. 

Independence is in the name 

Look at Lithuania. This small nation was once at the mercy of Russian pipeline gas. Then in 2014 it launched the ‘Independence’, a floating LNG terminal docked at Klaipėda.  

The name says it all. By investing in that facility, Lithuania showed the region how to think big and act with sharp thinking. Suddenly, it wasn’t just about avoiding supply blackmail; it was about creating a pipeline of opportunity.  

Now Lithuania can sell excess gas to neighbours, serve as an energy hub, and strengthen its own economic base. Real execution meets real impact. On February 8, the power grid operators of Estonia, Latvia and Lithuania decoupled from the Soviet-era joint BRELL power grid with Russia and Belarus.

Meanwhile, Romania is tapping into its offshore gas fields in the Black Sea. The initiative has had its share of technical, environmental, and regulatory hurdles, but it illustrates a broader point: this region holds untapped resources and unrealized potential.  

By looking to pump domestic gas, Romania isn’t simply blocking out Russian influence. It’s laying the groundwork for local industries to flourish—chemical plants, manufacturing clusters, engineering hubs that can sprout up around an assured supply of energy. That’s not just about security. That’s about fuelilng entire value chains. 

A broader shift 

These examples are part of a broader shift taking shape across Central and Eastern Europe. Yes, there’s a rush to protect national interests. But in boardrooms and cabinet meetings, there’s also a new mindset emerging: decoupling from Russian energy can become a strategic advantage.  

Pipelines from Norway, LNG imports from overseas, and regional interconnectors are only the start. Countries want to diversify sources, but they also want to spark their own energy transitions and attract foreign investors who prefer stable, predictable energy policies. 

Think about the ripple effects. A stable energy supply means manufacturers can plan expansions without worrying about interruptions. It means new players can enter the energy market—renewables, hydrogen projects, and innovative storage solutions—knowing they won’t be overshadowed by monolithic, politically influenced suppliers. 

For example, Estonia is exploring digital control systems that make the energy grid smarter and more responsive to changing demands. That might sound small, but it’s huge if you consider how a modernised grid can incorporate wind power from the Baltic Sea or solar farms in rural areas.  

Integrating these sources leads to big ideas with real execution: the rise of green tech clusters, start-ups working on storage breakthroughs, and local talent stepping into the new energy economy. 

What’s the long-term payoff? 

What about the cost? Critics point to the initial price tag of building new terminals and upgrading infrastructure. But this is where strategy comes into play. Every capital project should be evaluated with a clear lens: What’s the long-term payoff?  

If a country invests in an LNG terminal today, in a few years, that terminal might pay for itself through transit fees, job creation, and stable supply lines that keep local industries productive.  

The same logic applies to cross-border pipeline projects. Hungary, for instance, can receive gas from Croatia’s LNG terminal on the Adriatic, turning old routes into new lifelines. The near-term expense can open doors to lasting economic gain. 

Another angle is the opportunity for cross-border collaboration. When multiple countries connect their grids and pipelines, they build resilience against any single player exerting outsized influence. The Three Seas Initiative, spanning the area between the Baltic, Adriatic, and Black Seas, has shown promise in uniting regional infrastructure projects. It’s not just a talking shop; it’s a forum for concrete plans that can fast-track railways, highways, and energy routes.  

We see this in action with the planned interconnector between Bulgaria and Greece, which brings Azerbaijani gas northward. That’s economic diplomacy translated into pipes, turbines, and actual flows of molecules—not just memoranda on fancy paper. 

A cleaner energy mix 

This regional realignment also paves the way for a cleaner energy mix. Natural gas is a step away from coal, but it’s still a fossil fuel. As more LNG terminals and pipelines get built, the next chapter is to fill them with greener alternatives—renewable gas, green hydrogen, or bio-based fuels.  

If governments and companies coordinate now, they can design terminals that can eventually handle multiple types of imports. That’s foresight in action: building infrastructure that’s flexible enough to adapt to tomorrow’s demands. 

For Central and Eastern Europe, the outcome is more than just a pivot away from one supplier. It’s the forging of a new reputation—one built on self-reliance and nimble strategy. Restarting Russian pipeline sales—allegedly being considered as part of a Ukraine peace deal—must not be an option.

Industries can grow without the looming threat of a political standoff shutting off the gas. Investors can see the region as a place for stable returns, not just cheap labour. And local businesses can flourish in fields that barely existed a decade ago: advanced engineering, grid management, and renewable energy integration.  

The biggest shift of all? Countries that once took orders for their energy are starting to give them instead, shaping their own destinies. 

Momentum 

Yet with any big opportunity comes big responsibility. Decoupling shouldn’t become a knee-jerk reaction that leads to hasty deals or environmental damage. Nations must weigh their choices.

Is a new pipeline truly in the country’s interest, or does it just replicate old dependencies under a different name? Can an LNG terminal accommodate greener fuels ten years down the line, or will it become a stranded asset? Sharp thinking and careful cost-benefit analysis are vital if the region is to avoid stumbling into the next crisis. 

There’s momentum now, and it’s visible in the hustle of engineering firms, the negotiations between governments, and the changing map of energy routes. Central and Eastern Europe can, with the right strategy, turn an act of self-preservation into a catalyst for broader renewal. That means jobs, new technologies, and a fresh sense of purpose. 

This isn’t just a story of security anymore. It’s an economic story, an innovation story, and a political story wrapped together.  

Decoupling from Russian energy is a step. What comes after is the real challenge—and the real opportunity. If countries in the region commit to thinking ahead, investing wisely, and collaborating across borders, they’ll do more than just shrug off a decades-old dependency.  

They’ll redefine themselves as drivers of Europe’s future, crafting a narrative of reinvention that resonates far beyond their own borders. That’s impact. That’s forward-looking. That’s reinvention in action. 

Photo by Venti Views on Unsplash.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst 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.