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Why Eastern Europe's future lies in grasping its chance to lead

January 31, 2024

5 min read

January 31, 2024

5 min read

Central and Eastern Europe must do more to combat the region’s demographic crisis, a major new report from Emerging Europe has found.  

The report, The Future of Emerging Europe 2024, suggests that the creation of more knowledge-based jobs paying higher salaries is key to reversing the region’s demographic decline, which has seen some parts of the region—such as Bulgaria, Croatia, Latvia, Moldova, and Romania—lose more than 10 per cent of their population since 1990, mostly to outward migration. 

“Although the region’s net outflow of people has slowed in recent years, the trend remains tilted towards migration. It is imperative that the countries of the region find solutions to reverse the exodus,” says Craig Turp-Balazs, editor of Emerging Europe and one of the report’s authors. 

“Moving away from a low-cost, workbench economic model and investing in future-proof education are paramount for the region’s future well-being,” Turp-Balazs adds. “Incentives to convince the existing diaspora to return would also be beneficial, while a more liberal attitude to inward migration from outside the region must also be adopted to plug immediate workforce gaps.” 

Reinventing the region’s role 

The Future of Emerging Europe 2024 presents a multilayered approach to discussing the region’s future, delving into innovation, entrepreneurship and sustainability. It focuses on five critical dimensions: people, prosperity, planet, partnership and peace.  

An overview of what to expect in 2024 and beyond meanwhile offers a better understanding of potential future developments both in the region as well as the individual countries across Central and Eastern Europe and Central Asia   

“The current war in Ukraine and other geopolitical crises, technological disruptions and broader global uncertainty are a test for the region, leading public and business leaders to reinvent the region’s role and its sustainable and future-proof growth,” adds Turp-Balazs. 

“If stakeholders in the region can adapt and overcome a new crisis, there will be opportunities to build a more resilient and sustainable future.” 

This year, the report includes a regional sustainability index exploring close to one hundred different indicators, put together by the Emerging Europe research team. It has been enriched by expert perceptions and illustrative data to facilitate cross-country or cross-subregion analyses.  

Estonia tops the index, followed by Slovenia. That Estonia holds such a large gap over the second placed country—more than eight points—is ample evidence that the Baltic state is significantly more sustainable than other countries in the emerging Europe region. 

Czechia takes third place, only marginally behind Slovenia. Latvia is then fourth, with Lithuania fifth. That the three Baltic states all take spots in the top five is testament to their commitment to sustainability. 

“Estonia sets the standard for many things in emerging Europe, from education and the digitalisation of public services to press freedom and investment promotion. So it’s not really a surprise that it also comes out on top when it comes to sustainability,” says Turp-Balazs. 

According to Joonas Vänto, the boss of Invest Estonia, the country is leaping forward, leading the charge in technology, social innovation, and economic sustainability. “With a strong foundation and clear outlook, Estonia is ready to take on the challenges and opportunities of the future,” he says.

“The national strategy, particularly the Digital Agenda 2030, outlines ambitious plans to advance digital literacy, cybersecurity, and public e-services, ensuring that technology continues to be an integral and seamless part of everyday life,” adds Vänto. “A big focus is on research—there’s an action plan for 500 deeptech start-ups, with 75 of them reaching scale-up status. All in all, research and development funding as a share of GDP should cross the one per cent mark by 2035.”

Key recommendations  

Besides addressing the region’s demographic decline, the report’s recommendations include making education future-proof, trusting in the power of the digital transformation, advocating for the region’s success, and leading Europe’s defence. 

“The traditional methods of education that that have served us well for centuries are now being challenged by the rapid pace of technological advancements and the changing dynamics of the global economy. Emerging Europe must adopt best-practice, tried and trusted education techniques at all levels—from pre-school to life-long learning. It should make use of the know-how of Estonia, which has developed by far the most successful education system in the region,” says the report. 

The digital transformation meanwhile holds a transformative power that is pivotal for the region’s future growth and sustainability. As all 23 nations embrace digital technology, they unlock a wealth of opportunities to enhance efficiency, foster innovation, and drive economic development.  

“As public and private trust in the power of digital transformation grows, so too does the potential for Central and Eastern Europe to redefine its position on the global stage as a hub of digital innovation and sustainable development,” the report reads. 

Leading Europe’s defence  

Ukraine continues to resist Russia’s invasion, and some countries in emerging Europe (notably the three Baltic states and Poland, who had been warning of the potential threat posed by Moscow for years) have led Europe’s response.  

They have been unflinching in their support, supplying both military and humanitarian aid.  

“When NATO chooses its next leader later this year, member states on the Eastern Flank should insist that one of their own lead the alliance forwards,” says Turp-Balazs. 

The region also needs to do more to advocate for its success, he adds. 

“The theme of this year’s report is ‘grasping the chance to lead’. In many areas, the region already does, from the digital transformation in Estonia to Lithuania’s fintech sector, from the prowess of electric vehicle manufacturing in Czechia, Slovakia, Hungary, Poland and Romania to the wine of Georgia.  

“Emerging Europe must do more to spread the word about its many, many success stories. Great things happen in the region and it’s time to show the world that in many fields, emerging Europe is already a truly global leader.” 


The Future of Emerging Europe 2024: Grasping the Chance to Lead can be downloaded here.

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.