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Bad peace, high price

If a dictated peace were to be imposed on Ukraine, Eastern Europe would be increased hesitancy among investors

February 27, 2025

6 min read

February 27, 2025

6 min read

Photo by Glib Albovsky on Unsplash.

A dictated peace settlement in Ukraine on terms favourable to Russia, combined with an American withdrawal from NATO member states in Eastern Europe and the de facto abolition of the US security guarantee for Europe—in place since 1945—would have severe economic consequences for EU member states in Central and Eastern Europe.

Foreign direct investment and economic growth would suffer greatly, plunging the entire region into a new era of insecurity and economic uncertainty.

These are among the key conclusions of a major look at the economic and political consequences of such a settlement by Vasily Astrov, Richard Grieveson and Olga Pindyuk of the Vienna Institute for International Economic Studies.

For Ukraine, the consequences would be nothing short of a nightmare. Reduced to a de facto vassal state of Russia, the country’s hopes for meaningful reconstruction, a prosperous economic future, EU membership and full national sovereignty would be crushed.

It is even possible that Ukraine could become some kind of ‘colony’, whose raw materials would be exploited by both Russia and the United States.

From what has been announced by Donald Trump’s administration so far, the dictated ‘peace’ deal amounts to a capitulation of Ukraine. America’s recent behaviour has been far from what one would expect from an ally and, in fact, the US looks more and more like an ally of the Kremlin.

The suggested conditions imply that the aggressor country, which has invaded Ukraine, will not only escape punishment for its crimes, but will also be rewarded with additional territory (a part of which is currently under Kyiv’s control).

Ukraine reduced to vassal status

Taking Ukraine’s possible membership in NATO off the table means that the country cannot expect any meaningful security guarantees—and will therefore be left vulnerable to future Russian attacks, which are practically guaranteed once Ukraine’s allies stop providing it with military support.

Left to its own defences, Ukraine will likely face the possibility of the Kremlin gaining political control of the country and turning it into a vassal state with a puppet government—similar to Belarus.

Furthermore, in addition to being deeply wrong in moral terms, not requiring the aggressor to pay any reparations also means that Ukraine would be deprived of desperately needed resources to invest in the reconstruction and recovery of its economy, which has been badly damaged by Russia.

An alternative option presented by Trump to Ukrainian President Volodymyr Zelensky, which would give the US ownership of 50 per cent of all the natural resources and infrastructure in Ukraine, is blatant blackmailing.

If Zelensky agrees to this, it will again mean that his country’s struggling economy will be deprived of the funds it needs in the foreseeable future, and that Ukraine will essentially be a US colony that supplies it with natural resources, especially critical raw materials.

The end of the peace dividend

The initial European response to these developments has been panic. French President Emmanual Macron organised an emergency meeting of the larger EU member states plus the UK, while a subsequent meeting involved more member states in addition to Canada and Norway.

There have been plenty of warnings (since at least the Obama administration) that the US is no longer willing to shoulder so much of Europe’s security burden on its own, but many in Europe seem to have been in denial about this, and even Western Europe’s most capable military powers are still not prepared to beef up their own capabilities.

At present, it is obvious that the European members of NATO collectively lack both the ability to act militarily without the US and the means to perform the US security role in Ukraine. What’s more, even if they did have the means, it is not clear that there is the political will and public support to do so. In the end, the EU and the UK will probably have to accept whatever the Americans and Russians decide regarding Ukraine.

If a dictated peace were to be imposed on Ukraine, the most obvious economic implication for the rest of Europe would presumably be less eagerness among foreign investors to invest in Central and South Eastern Europe. NATO membership and the watertight American security guarantee has been a (and perhaps the) central underpinning of the FDI-led growth model in the region over the past 30 years. Although the US has not said unambiguously that Article 5 is dead, members of the Trump administration have made statements that could be interpreted as implying it. 

A second implication is that the new US position will intensify the end of the peace dividend. Since the end of the Cold War, NATO members in Europe have enjoyed a (effectively US-financed) peace dividend. They let their armed forces dwindle and used the extra money to fund their welfare states.

This has changed, as countries are now racing to increase defence spending relative to GDP. Both Poland and Estonia now spend more on their defence as a share of GDP than the US, a striking change since 2014.

Although this could foster the expansion of the European arms industry over time, with positive spill-overs (such as innovation) to the rest of the economy, for now it means a squeeze on other areas of spending.

Bleak prospects

Nevertheless, whether or not such a dictated peace will really happen anytime soon is very much an open question.

One factor is that Russia will almost certainly insist on receiving a lot more Ukrainian territory than it currently controls. Although Russia formally annexed four Ukrainian regions—Luhansk, Donetsk, Kherson and Zaporizhzhia—back in 2022, in reality, it only controls the latter three to a partial extent.

This particularly applies to Zaporizhzhia and Kherson, whose capital cities are not controlled by Russia.

The fact that the Russian army has been slowly but steadily advancing westwards in recent months makes capturing the entire territory of these four regions—and potentially more—by military means potentially feasible.

Russia feels that it is winning and that time is on its side, which may reduce its incentives to agree to a ceasefire, let alone a peace deal, with the US.

However, any rapprochement between the United States and Russia would only present bleak prospects for Ukraine and Europe.

Photo by Glib Albovsky on Unsplash.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst at Reinvantage.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.