Economy in focus: Bosnia
Defeat is not an option
parallax background

Brussels delivers

The EU has been very good for emerging Europe

January 9, 2024

8 min read

January 9, 2024

8 min read

It was the European Union’s largest ever expansion—the likes of which we will in all probability never see again. On May 1, 2004, ten countries (eight of which are in the emerging Europe region: Czechia, Estonia, Hungary, Latvia, Lithuania, Poland, Slovakia, Slovenia; the others were Cyprus and Malta) became members of the EU. 

As a result of what was officially termed the fifth enlargement, the number of EU member states increased overnight from 15 to 25, the number of official languages from 11 to 21, while the bloc’s population increased by 75 million. 

Part of the same wave of enlargement was the accession in 2007 of Bulgaria and Romania, who were unable to join in 2004 due to concerns over rule of law and corruption, but which, according to the European Commission, constitute part of the fifth enlargement. 

Joining the EU held the implicit promise of economic convergence to standards of living that would soon be on a par with those in Western Europe. 

Nearly two decades on, these expectations have largely been met, as the catching-up process which had gained impetus during accession talks was given a boost by actual membership. In 2022, GDP per capita in Estonia, Lithuania and Slovenia surpassed Spain. Poland overtook Portugal. All of the 2004 intake can now boast GDP per capita higher than Greece. 

Though in some cases a gap in living standards and GDP remains—and a widening urban-rural divide provides much cause for concern across the region—access to the EU’s single market has created new business opportunities, triggered vast capital flows to the new member states and facilitated their integration into global supply chains.  

The EU makes countries richer

By any measurement, the fifth enlargement has been an unqualified success. Perhaps the clearest example is Poland. A report by the Polish Economic Institute (PEI), a think tank, last year claimed that Poland’s GDP per capita—based on purchasing power parity (PPP)—is currently around 31 per cent higher than if it had not joined the EU. 

To assess the impact of Poland’s participation in the European single market, the PEI created a counterfactual scenario looking at Poland’s GDP growth if the country had not joined the EU. It found that in 2021, Poland’s GDP per capita at PPP was 78 per cent of the EU average, compared to 40 per cent in 1990 and 50 per cent in 2004—when the country became an EU member.   

Without EU membership and participation in the single market, Poland’s GDP per capita at PPP would be 60 per cent of that in the EU, says the PEI.  

“If it were not part of the single market, Poland’s GDP per capita in 2021 would be at its 2014 level; EU membership has therefore boosted it by nearly 1.5 percentage points per year,” says Marek Wąsiński, head of the world economy team at the PEI.   

Driving Poland’s economic success has been trade with other EU member states, made possible by the single market: since it joined the EU exports have been responsible for two-thirds of its economic growth. In 2021, Poland exported 216 billion euros worth of goods to the EU, or 75 per cent of all exports.

For some members of the fifth enlargement, such as Czechia and Slovakia, the percentage is even higher—more than 80 per cent of all exports go to other EU countries, according to Eurostat

Brussels bashing

Even Hungary, led by the increasingly authoritarian and combative Viktor Orbán, locked in what appears to be eternal conflict with the EU over everything from support for Ukraine to rule of law concerns, exports close to 80 per cent of its output to other EU member states. Last year, Hungary managed to register a record amount of foreign direct investment (FDI)—in large part thanks to its figurative and literal location in the heart of the Europe.  

Indeed, criss-crossed by an enormously impressive network of motorways (built almost entirely with grants and loans from the EU) that now measures longer than neighbouring Austria’s, Hungary has done exceedingly well out of EU membership. 

According to the World Bank, the country’s GDP in 2003 (the last full year before EU membership) was just 85.28 billion US dollars. In 2023, Hungarian GDP topped 200 billion US dollars for the first time and is set to hit 300 million US dollars by 2030. 

For all this, Orbán’s eurosceptic Fidesz party is likely to win the most votes when Hungarians head to the polls (along with the rest of Europe) in elections for the European Parliament in June.  

Other eurosceptic parties across the region, from the far-right AUR in Romania to EKRE in Estonia, are also likely to do well. Despite the clear benefits of EU membership, Brussels-bashing is a vote winner amongst a considerable part of the continent’s electorate (and Western Europe, as rising support for the AfD in Germany and the National Rally in France demonstrate, is not exempt from the trend). 

The fear of being left behind

That this should continue to be the case might in part be explained by a fear amongst the same demographic of being left behind. 

Last year, a major study by the Vienna Institute for International Economic Studies (wiiw) warned that the previously successful model of taking over labour-intensive production steps as an ‘extended workbench’ of Western corporations had reached its limits in Central and Eastern Europe. 

Combined with major structural changes such as decarbonisation and digitalisation, this means that a new, innovation-based economic model is necessary, the study argued.  

“Only then will these states be able to catch up with Western Europe in terms of productivity and living standards,” says Zuzana Zavarská, an economist at the Vienna Institute and co-author of the study. 

The basic problem, wiiw warns, is that the central technological skills and those parts of production with the highest value added are both located in the ‘headquarter economies’ of Western Europe. On the other hand, the EU members of Central and Eastern Europe continue to specialise in labour-intensive production. They stand and fall on low labour costs. This limits their prospects of fully catching up economically with Western Europe. 

In recent years, populist politicians have cottoned on to this. In Romania, AUR’s message is based on the notion that the EU has turned Romania into a ‘colony’, good for its cheap workforce but little else. The country’s ongoing exclusion (along with Bulgaria) from one of the great benefits of EU membership, the passport-free Schengen travel zone, has done little to convince eurosceptics otherwise. While Romania and Bulgaria’s airports will be admitted to Schengen on March 31, land border checks (a literal and very costly barrier to free trade) will remain in place until 2025 at the earliest. 

Brexit was a one-off 

To counter the argument of the eurosceptics, the EU member states of emerging Europe would do well to take on board the recommendations made by wiiw in its report—the main finding of which is that the states of Central and Eastern Europe could learn from the experiences of the East Asian tiger economies. 

Governments should think strategically about which sectors and parts of the value chain they would like to attract to the country. Incentives should also be created to maximise the transfer of knowledge and know-how from foreign corporations to domestic ones. 

The Vienna Institute’s report also makes clear that structural change (from a low-cost, labour-intensive economy to an innovation-led society) must be cushioned socially, in order not to lose any more support of the population (or give eurosceptics more ammunition).  

In order to facilitate the transition from old to new industries, the EU-CEE countries should follow the Scandinavian model of a flexible labour market combined with a strong welfare state. 

It could also be argued that member states might sell the benefits of EU membership a little better. The 20th anniversary of the fifth enlargement is the perfect opportunity to do so.

Fortunately, few of even its fiercest critics within emerging Europe will actively campaign for a Hunexit, a Polexit, or a Roexit. The European Union may provide populist parties with a convenient scapegoat and may often feel the full brunt of their nationalist rhetoric, but no serious political party in the region wants to withdraw.

They know full well that a vast majority of ordinary citizens—so many of whom took to the streets in protest in 1989 and then again in celebration in 2004—would simply not stand for it.  

Instead, the EU will remain a guarantor of prosperity in an uncertain world. That war-torn Ukraine has placed such importance on commencing EU accession negotiations (a status it was finally awarded, along with Moldova, in December 2023) is proof of the EU’s ongoing appeal—and should bring a few eurosceptics in Western Europe to their senses.

Ukraine and Moldova now join the countries of the Western Balkans in the EU’s waiting room. When, in 2034, we come to mark the passing of another 10 years since that historic 2004 enlargement, we will almost certainly find ourselves living in an EU that is larger still.  

Brexit would have proven to have been a one-off. 

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis at Reinvantage.

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.