The cost of distraction
America’s DEI retreat is Europe’s opportunity
parallax background

Protests pose questions for Vučić

For the first time in his political career, Serbia's leader faces an angry public

March 24, 2025

7 min read

March 24, 2025

7 min read

The ongoing protests in Serbia against President Aleksandar Vučić are driven by several key factors. They began following a tragic incident in November 2024, where a concrete canopy collapsed at a train station in Novi Sad, killing 15 people.

Many Serbians attribute this disaster to widespread government corruption, negligence, and disregard for construction safety regulations. The protesters demand accountability from those responsible for the tragedy and transparency in the government’s actions.

In and of itself, the collapse of the concrete canopy would not have evoked such widespread protests had it not been for the pervasive corruption, which fueled a broader anti-corruption movement. The protesters are challenging Vučić’s government over its handling of corruption, allegations of electoral fraud, and manipulation of media and state institutions, reflecting extensive dissatisfaction with his leadership and his party’s dominance over the political landscape.

Is Vučić in danger of losing power?

The protests represent the most significant challenge to Vučić’s authority in his 13 years in power. Despite the pressure, however, Vučić has shown no signs of stepping down. Although he acknowledged the protesters’ grievances, he remained true to his authoritarian nature; he did not yield, and instead, he raised the ante by arresting protesters engaged in peaceful protest.

Reporters Without Borders (RSF) reported that during 12 weeks of the anti-corruption protests, at least 12 journalists were assaulted by the police and supporters of President Vučić, which is a gross violation of journalists’ rights.

The opposition is pushing for a transitional government to oversee new elections, but Vučić has rejected this idea. Vučić’s control of the media makes it difficult for opposition forces to gain traction; thus, resorting to massive protests became the only viable tool to express the public’s outrage.

While Vučić faces significant pressure, and despite the continuing protests and rising public discontent, his grip on power remains strong due to his control over key institutions and media and his good working relations with the four most significant global powers. Although his political standing could erode, he is still far from contemplating relinquishing power.

Vučić’s staying power

One of the main pillars that allows Vučić to retain power is Serbia’s economic growth, which is sustained due to several factors. Serbia attracts significant foreign investments due to its business-friendly policies and skilled workforce, which fuels economic growth across various sectors, including automotive, IT, real estate, and infrastructure.

As a result, Serbia experiences declining inflation, substantial exchange reserves, stable domestic demand, rising incomes, a diversified economy, and government investments in projects like Expo 2027.

He enjoys strong support from his base, and he skillfully leverages nationalism to divert attention from problems. Furthermore, he maintains the backing of influential elites and some opposition figures. He does not shy away from using authoritarian tactics—the use of force and intimidation—to secure power.

Russian support

Russian President Vladimir Putin has expressed support for Vučić amid the ongoing protests in Serbia. In a recent phone call with Vučić, Putin reaffirmed Russia’s backing for Serbia’s authorities and conveyed that Russia understands the situation well and will continue to support the legitimate authorities in Serbia.

Moreover, Putin and Vučić have agreed to further strengthen their countries’ strategic partnership, emphasizing cultural, historical, religious, and spiritual ties. They also discussed practical cooperation, particularly in the energy sector, as was reported by TASS on March 7, including renewing a gas agreement set to expire on May 31.

This support from Russia is significant for Vučić, as it helps boost his position domestically while navigating his relations with other major powers.

Trump administration’s reaction to Serbia’s unrest

Donald Trump has yet to publicly say anything about the unrest in Serbia, but given his current actions, including criticism of international programmes, which Vučić has likewise condemned, it is likely that Trump’s silence on the matter is a sign of tacit approval.

Although former US special envoy to the Balkans, Richard Grenell, highlighted the importance of peaceful protests and warned against undermining the rule of law, the Trump administration’s response has aligned more with Vučić’s narrative than the protesters’ demands.

Trump, who prides himself on solving problems that none of his predecessors could, is in a position to influence Vučić’s approach to dealing with the protesters’ grievances.

To incentivise Vučić, Trump may increase US financial support for Serbia. The US has provided Serbia nearly one billion US dollars through USAID over the past 23 years. Additionally, the US is involved in economic development, including humanitarian projects, building schools, and promoting business relationships, and the US Navy is also reaching out to businesses about American-led construction projects in Serbia.

To be sure, Trump will lend his support to Vučić and encourage him to quell the protest peacefully, if for no other reason than because he wants to take credit for any positive development.

The EU’s crucial role in mitigating Serbia’s public unrest

In light of Serbia’s desire to integrate into the EU and the growing economic ties between the EU and Serbia, the EU can play an essential role in mediating the protests. The EU should take several measures to persuade or pressure Vučić to moderate his approach to dealing with the protest and agree to address the public’s grievances.

The EU should emphasise the importance of democratic principles, such as freedom of assembly and the rule of law, which are the bedrocks for integration into the EU, urging Vučić to address protesters’ demands and ensure a peaceful resolution to the unrest. The EU should also push for reforms in judicial independence and media freedom and encourage the government to improve its record on human rights issues.

The EU should also engage civil society groups and opposition leaders to gain a better grasp of the situation on the ground and support a broad range of voices calling for democratic change. The EU can further use its leverage to ensure the continuation of the reforms as a precondition to furthering Serbia’s integration.

The EU wants to lure Serbia out of Russia’s orbit by substantially expanding economic ties. Belgrade and the European Union signed a deal on July 19, 2024, to give the EU access to raw materials, especially lithium mined in Serbia, to produce sustainable raw materials and reduce its dependence on China.

Germany’s then Chancellor Scholz described the deal as being necessary for Europe “to remain sovereign in a changing world.” Late last year, Serbia signed a contract to purchase jetfighters from France, which Macron described as “historically significant,” and even canceled its contracts for Russian weapons in January.

Notwithstanding the absence of progress in the past and the continuing unrest, the EU should continue to promote the dialogue between Kosovo and Serbia, albeit it has been challenging and has faced numerous setbacks, with tensions remaining high over Kosovo’s independence and the status of ethnic Serbs in Kosovo.

Against this backdrop, the EU must balance its desire for regional stability with the need to push Vučić to undertake democratic reforms and support an inclusive political process.

The unprecedented unrest in Serbia, which could destabilise other Balkan states, presents an opportunity for the EU not only to work closely with Vučić but also to pressure him to address the public’s grievances and show flexibility in the dialogue with Kosovo, which would strengthen EU-Serbia ties.

Vučić himself could emerge from the ongoing protest in a stronger position domestically if he only heeds the EU’s recommendations, which would help him advance the process of integration into the European Union that he seeks.

Alon Ben-Meir

Alon Ben-Meir

Dr Alon Ben-Meir is a retired professor of international relations at the Center for Global Affairs at NYU.

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.