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There is no alternative to EU enlargement

EU enlargement will be expensive. But the cost of inaction could be higher still

March 17, 2025

7 min read

March 17, 2025

7 min read

European leaders never miss an opportunity to declare that the future of Ukraine, Moldova, Georgia, and the Western Balkans lies within the European Union. Yet these declarations of solidarity hide a deep-seated ambivalence, not least because for many existing member states, enlargement is perceived less as an opportunity than a burdensome obligation. 

Given the immense institutional complexity and political sensitivity involved, it is tempting for many in Brussels to simply kick the enlargement can further down the road.  

Arguably, that’s precisely what has taken place over the past decade—it’s now 12 years since Croatia became the last country to join the EU. Not since the Union’s very earliest days has so long passed without the admission of a new member.  

But the European continent is shifting underfoot. The Russian invasion of Ukraine and recent shifts in US foreign policy have reminded Europe that the status quo is fragile. Today, enlargement is no longer merely a question of regional development or bureaucratic benchmarks. It is a fundamental issue of geopolitical survival and economic stability. The costs of enlargement are certainly high, but the price of doing nothing—economically, politically, and strategically—is far greater. 

The case against enlargement is straightforward and has been repeated countless times. Integrating new members is expensive. It demands substantial financial assistance, institutional reform, and the willingness of established members to cede influence.  

The last rounds of enlargement in 2004 and 2007 added complexity to the EU’s already strained decision-making machinery, pushing it towards sclerosis. Public opinion in many European capitals remains deeply sceptical, with citizens anxious about the impact of new, often poorer, countries joining a bloc already grappling with multiple crises. 

Enlargement hesitancy 

Nevertheless, public support for EU enlargement has risen in almost every member state since 2022, according to research carried out by the European Council on Foreign Relations (ECFR). 

The societies of Lithuania, Spain, and Croatia are most convinced of further EU enlargement, with majorities of 77 per cent, 74 per cent, and 71 per cent respectively saying they were in favour in spring 2023. But a solid majority (of over 60 per cent) of the public in Latvia, Malta, Poland, Slovakia, Hungary, Ireland, Portugal, and Sweden also supports enlargement.  

Even in member states where the public has long been sceptical of enlargement, such as the Netherlands, Finland, and Denmark, there has been a significant shift in public opinion. In as many as 24 countries, the number of advocates of enlargement is higher than the number of opponents.  

And yet, old patterns do not die easily. In traditionally hesitant countries, such as France, Denmark, Austria, the Netherlands, and Germany, reservations remain high. Only 29 per cent of Austrians, 35 per cent of the French, and 42 per cent of Germans are in favour of new countries joining the EU in the near future. 

Opening the door 

These enlargement sceptics underestimate a crucial reality: refusing to enlarge the Union creates even greater dangers. An EU unwilling or unable to integrate its neighbours opens the door wide for alternative powers—Russia, China—to exploit the resultant vacuum. This is not mere scaremongering; it is the strategic calculus confronting every European capital today. 

A weakened commitment to enlargement risks pushing countries like Ukraine, Moldova, and Serbia away from their democratic aspirations.  

Without clear EU membership prospects, reform-minded politicians in these states lose leverage at home. Democratic backsliding becomes more likely. Security threats multiply. And economic stagnation across the EU’s immediate borders could have devastating consequences on trade, migration, and overall continental stability. 

The economic arguments in favour of enlargement, though less publicly championed, are compelling.

Expanding the EU’s Single Market to include Ukraine and the Western Balkans means adding millions of new consumers and integrating fast-growing economies. Countries like Czechia, Poland, Slovenia, and Sweden see economic opportunities clearly. 

Czechia, heavily reliant on exports, views enlargement as essential to bolstering its growth and diversification. Meanwhile, Slovenia’s significant investments in the Western Balkans make regional stability crucial for its own prosperity. 

Yet even economic arguments pale compared to the strategic imperative highlighted by the war in Ukraine. Europe’s eastward enlargement is no longer a luxury; it is a geopolitical necessity. Indeed, EU enlargement has become its best geopolitical instrument—a point clearly recognised by Sweden, Denmark, Poland, and the Baltic states.  

A brake on federalist ambitions 

Brexit has complicated matters further. The UK, despite its often prickly relationship with Brussels, was one of the most ardent advocates of enlargement.  

The British strategy was straightforward: a larger EU, especially one stretching eastward, would make deeper federalisation much harder, reinforcing national sovereignty.  

Ironically, this idea might now become a useful argument for enlargement sceptics within the EU. Many smaller and mid-sized EU countries fear a drift towards a Franco-German dominated federation.  

Could supporting enlargement offer these countries a convenient brake on federalist ambitions, even as it strengthens the EU’s external borders? 

America’s changing stance boosts enlargement’s appeal 

Another crucial factor strengthening the appeal of EU enlargement is the shifting focus of American foreign policy. The United States, Europe’s primary security guarantor since the end of the Second World War, has increasingly directed its attention toward countering China’s rise in the Indo-Pacific region.  

American policymakers, led by President Donald Trump, have called on Europe to assume greater responsibility for its own security and stability. 

This subtle but significant shift leaves the EU with little option but to fill emerging geopolitical gaps itself. The pressure from Washington means that European enlargement has taken on a new urgency: expanding the EU’s footprint into Eastern Europe and the Balkans is now a strategic imperative for safeguarding European interests in an increasingly multipolar world.  

For Europe, enlargement is thus an opportunity to assert itself as a genuine geopolitical actor, less dependent on American protection, and more capable of projecting its values and influence onto the global stage. 

The lesser of two difficult paths 

However, the politics of enlargement are tortuously difficult. Any EU enlargement requires unanimity among all 27 member states, and unanimity is rare currency in Brussels these days.  

Bulgaria, for example, has repeatedly slowed North Macedonia’s accession talks over disputes concerning history and language. France insists on internal EU reform before enlargement can even be discussed seriously. President Emmanuel Macron has repeatedly demanded a deeper, more integrated Union first—a perspective quietly shared by Germany and several other member states. 

Yet the uncomfortable truth remains: the Union’s internal stability and external credibility are now tied together. Enlargement sceptics are right that the EU needs internal reforms, but they miss the point that reform and enlargement are not mutually exclusive—indeed, they are mutually reinforcing.

Without credible membership prospects, Europe risks losing any leverage to demand real, lasting reform in aspiring member states. 

It may not be ideal. It will certainly not be easy. But Europe has run out of alternatives. Enlargement, for all its flaws, is the lesser of two difficult paths. The EU’s choice now is clear: integrate or stagnate.  

Any refusal to act decisively will see Brussels pay a far heavier price in the long run—a price measured not only in economic stagnation and institutional gridlock but in strategic irrelevance and geopolitical vulnerability. 

Photo by Guillaume Périgois on Unsplash.

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis 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.