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At home, Polish PM Donald Tusk is less dominant than you think

February 4, 2025

6 min read

February 4, 2025

6 min read

Photo: Donald Tusk at a meeting of the EU Council in December. © European Union.

Poland’s liberal and pro-European prime minister Donald Tusk formed his government in December 2023, marking the end of eight years of national-conservative rule under the Law and Justice party.  

Leveraging his strong networks in Brussels—built during his first tenure as Polish prime minister (2007–14), as president of the European Council (2015–19), and head of the European People’s party (2019–22)—he has succeeded in bringing Poland back into the bloc’s core decision-making processes.  

Holding the rotating presidency of the Council of the European Union since January 2025, amid ongoing geopolitical turmoil and uncertainty over transatlantic relations, Poland finds itself in the spotlight.  

Tusk has already demonstrated influence over European policy, and with political instability in Paris and Berlin, Warsaw is emerging as a key driving force within the Union. In this context, many Western observers believe the Polish prime minister will boost resolute action from the Twenty-Seven. 

Certainly, foreign policy matters to Poles. Yet, it is not their only preoccupation. By the end of January 2025, only 32 per cent of Poles viewed the government positively, while a clear majority (55 per cent) had a negative opinion—a four-point increase compared to the end of 2024.  

Even more concerning are the personal criticisms addressed to Tusk directly, with 56.3 per cent viewing him negatively—placing him among the most divisive political leaders. The power Tusk projects on the European stage cannot conceal the mixed sentiments at home.  

The labours of Donald Tusk’s government 

One of Tusk’s most complex objectives is re-establishing the rule of law. The methods of his justice minister, Adam Bodnar, are a source of frustration. The extensive consultations and legal analyses he has ordered prolong the process, while the most energised parts of the electorate are demanding swifter accountability for abuses committed by high-profile figures from previous governments, such as Jarosław Kaczyński, Antoni Macierewicz, Zbigniew Ziobro, or Michał Dworczyk—to name a few.  

A significant blow to the government’s effectiveness was the affair around MP Marcin Romanowski. In December 2024, a district court ordered his detention, but Romanowski managed to flee to Hungary, where he obtained political asylum.  

On top of demonstrating flaws in the efficiency of the judicial system, his escape triggered a new diplomatic crisis between Warsaw and Budapest. According to the polls, 54.5 per cent perceive the current re-establishment of rule of law negatively—some believe it is too slow, while others see it as a vendetta, mirroring the methods of predecessors. 

Indeed, the current government faces a critical challenge: setting an example of democratic integrity. The December 2023 takeover of public media by the liberals—particularly public television, which had previously served as a propaganda tool for the Law and Justice party—was abrupt and controversial.  

Since then, a long-awaited media reform remains pending. While the quality of public television has significantly improved, the disproportionate share of airtime favouring liberals over other parties remains an issue, underscoring the need to accelerate the depoliticisation process.  

Similarly, the decision to designate two private TV broadcasters (TVN and Polsat) as ‘strategic state assets’ has raised constitutional concerns. This decision was made to block their potential acquisition by politically backed foreign actors (notably investors from Hungary linked to Viktor Orbán). Yet some experts point out that considering TVN as a ‘strategic state asset’ is problematic as it is owned by an American group, is not a company with the participation of the State Treasury, nor has a state legal entity

Growing frustration 

Exemplarity also applies to personnel. The new government, elected on a promise to bring higher standards to Polish politics, has already faced scandals that undermine its credibility. 

Dariusz Wieczorek was forced to resign as minister of education after failing to disclose all his assets in his financial declaration, while Minister of Equality Katarzyna Kotula is under scrutiny for allegedly misrepresenting her education and professional experience in official biographies.  

Moreover, despite Tusk’s pledge to combat nepotism and state capture—problems that had reached unprecedented levels under Law and Justice—media reports have raised concerns about questionable appointments at the state-owned company Totalizator Sportowy, where key director-level positions were filled without open competition

Legislative efforts on abortion, a highly sensitive issue in Poland since 2020, remain long-awaited. The promise to legalise abortion up to the 12th week of pregnancy has yet to be fulfilled—unsurprisingly, given the government’s fragile parliamentary majority on the matter and the near-certain veto of President Andrzej Duda, who remains in office until May 2025. 

Meanwhile, progress on alternative measures has stalled. The adoption of a bill decriminalising abortion and another restoring 1993 legislation (which is slightly less restrictive to the current law) is still pending. A breakthrough is only expected after the presidential campaign.  

This delay has led to growing frustration among young people, women, and both leftist and liberal voters. 

Some success 

Finally, deeper structural issues persist in Polish society, particularly linked to the economy, housing access, healthcare quality, and renewable energy development. These challenges cannot be solved with the wave of a magic wand. However, after more than a year in power, Tusk’s government will need to step up its efforts to deliver meaningful progress in these areas this year, although budgetary constraints may make the task more difficult than expected. 

Despite these challenges, Tusk’s government has achieved significant reforms. These are noteworthy, especially since they were obtained despite an eclectic majority and a hostile president. Tusk’s government nevertheless struggles to communicate its successes.  

The unblocking of EU recovery funds, the rollout of social measures (such as salary increases for teachers and public sector employees), and support for families (including reimbursement for in vitro fertilisation and financial aid to help parents returning to work cover childcare costs) are all notable achievements.  

Tusk’s camp must develop a stronger communication strategy and urgently appoint a government spokesperson—an essential role sorely missing in his team. 

Can Tusk correct course before the presidential election? 

Back in October 2023, a historic mobilisation and wave of enthusiasm allowed pro-European parties to form a government following parliamentary elections. Although that core electorate remains engaged, there are growing concerns among liberal circles about an erosion of support among groups that were decisive in the election, such as young people and women. 

The large portion of undecided voters (up to 15 per cent) is another variable that raises unpredictability heading into the presidential election on May 18.  

As Law and Justice will seek to turn the vote into a referendum on Tusk’s government, liberal presidential candidate and Warsaw Mayor Rafał Trzaskowski will need to carefully consider how closely he wants to associate himself with Tusk’s government record to secure a crucial political victory. 

Photo: Donald Tusk at a meeting of the EU Council in December. © European Union.

Adam Hsakou

Adam Hsakou

Adam Hsakou is an expert on Poland.

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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.