Reinvention blockers are real
Barge against the tide
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Empowering the small heroes

Ministers clink glasses every time a multinational lands in CEE. But it's small firms that truly keep the lights on

April 21, 2025

5 min read

April 21, 2025

5 min read

Photo: Dreamstime.

In Târgoviște, a small town 80 kilometres northwest of Romania’s capital Bucharest, best known as the site of the princely court of 15th century ruler Vlad Țepeș (the inspiration for Bram Stoker’s Dracula), Maria Sandu’s workshop hums with activity.

She and her husband handcraft high-end leather bags for boutiques across Romania and more recently, much of Europe. Last year, they took on a third apprentice and hired a part‑timer to keep up with orders.

But when Sandu tried to navigate Romania’s tax code, she spent weeks filling out forms and chasing signatures. Meanwhile, dozens of press releases celebrated the announcement earlier this year of a new arms factory near Târgoviște set to create 2,000 jobs.

It’s hard to feel like the backbone of the economy when you’re left picking up the paperwork.

Small and medium‑sized enterprises (SMEs) make up 99 per cent of businesses in the EU and employ two‑thirds of its workforce. In Central and Eastern Europe, that figure inches even higher. Yet investment agencies persistently roll out the red carpet for multinational giants.

Mega‑projects garner subsidies, broken‑ground ceremonies and high‑profile photo‑ops. Family‑run bakeries, machine‑shops and digital start-ups slip through the cracks.

Creaking bureaucracy

Take employment rules. In Slovakia, Jan Novak runs a café in Košice. He needs the freedom to hire a barista for the summer rush and let them go when the season ends. But local labour laws treat a fixed‑term contract as tantamount to a lifetime promise.

The cost of firing—even when business dwindles—can be ruinously high. Novak must choose between stagnation and risk. Either way, his little café cannot grow.

Meanwhile, in Bucharest, hope arrived on a flight from Delhi. Amrit Singh arrived in Romania last spring with a degree in engineering but no fluent Romanian. Bucharest’s booming tech scene beckoned, and a small software firm offered him a job.

Yet the immigration process creaked. Months passed before his papers were stamped. His employer, starved for talent, saw projects delayed and clients annoyed. If firms could onboard skilled foreigners more swiftly, they would not hold back on expansion.

In parts of Poland, however, a different story unfolds. Białystok, once known for its textile mills, now bristles with coding hubs. Young coders trade memes over coffee as they build apps for clients in Berlin and London.

The city, long bypassed by big‑name investors, became a testing ground for targeted regional grants and mentorship schemes.

Local authorities tore up red tape and offered workspace in old factories. Start-ups sprouted like mushrooms after rain. The result? A new Silicon Forest that did not rely on foreign corporate giants but on local ingenuity.

Limping along

Access to finance remains thorny, though. In northern Slovakia, Robert Kovač runs a small tool‑making shop. He has orders lined up until next spring. Yet every bank manager he meets demands collateral worth twice the size of his loan request. He could sell off family land or risk his home.

Instead, he limps along on credit cards, paying sky‑high interest. Without public loan guarantees or SME‑focused funds, countless entrepreneurs find themselves frozen out.

Corruption and red tape still shadow even the brightest prospects. In parts of Ukraine, Bulgaria and Romania, unclear regulations and occasional graft can turn a routine permit into a gamble. Business owners hire middlemen, pay inflated fees or simply abandon projects.

The message is clear: if you’re small, you are expendable. If you’re big, you may wield enough influence to push past such obstacles.

Yet hope glimmers in the Baltic states. Estonia’s tax system, famously simple, allows companies to reinvest profits without immediate taxation. Small enterprises reinvest every euro back into expansion, equipment or staff training.

The result has been a surge of start-ups and agile family firms that rarely hit a bureaucratic wall. That model could inspire CEE neighbours to overhaul complex codes and embrace clarity over confusion.

Creating communities

CEE governments are starting to listen. In Hungary, a pilot scheme allows entrepreneurs to choose simplified, flat‑rate taxation.

In Poland, labour inspectors now offer advisory visits instead of surprise audits. Even Romania has fast‑tracked visa approvals for high‑skilled workers in priority sectors. These changes are small steps, but they signal a shift: homegrown businesses finally edging toward the centre of the economic stage.

Behind every policy shift are human stories. In Bulgaria, the Petrov family vineyard once struggled to hire pickers and cellar hands. Now, seasonal workers from Vietnam and Nepal arrive on short‑term contracts. They bring skills, stories and remittances home. In return, the Petrov brothers rehire local teens for packaging and tasting‑room duties. The vineyard has become a community.

It is time CEE governments see SMEs not as afterthoughts but as vital organs. Tax codes must reward reinvestment, not penalise it. Employment laws should respect the ups and downs of small businesses. Immigration rules must welcome skills where local talent is scarce. And finance must move from being a fortress door to a friendly handshake.

Building economies that last

There are no silver bullets. Each country and region requires its own recipe, tailored to local strengths and weaknesses. But one truth holds: economies built on a few corporate giants remain vulnerable. When big firms leave, they take promises, power and payrolls with them. Foreign direct investment in Romania, for example, fell by more than seven per cent in the 12 months to November 2024.

SMEs, however, are rooted. They adapt. They reinvent. They endure.

In workshops, offices and family kitchens across Central and Eastern Europe, entrepreneurs keep faith in tomorrow. They tinker, code, bake and weld not for headlines, but for their communities. They are the unsung heroes who employ neighbours, breathe life into small towns and invent solutions to local problems.

If CEE wants a resilient future, it must bet on these everyday pioneers. Because when small businesses thrive, entire regions prosper—and the next Maria, Jan or Amrit will find the door open, the paperwork minimal and the tax man a friend, not a foe.

That is how you build economies that last.

Photo: Dreamstime.

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.