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Economy in focus: Czechia

Czechia, as with the CEE region as a whole, urgently needs a new growth model

February 6, 2024

6 min read

February 6, 2024

6 min read

In November last year, unions in Czechia organised a series of strikes and protests which, organisers claimed, were the largest protests in the country since the fall of communism in 1989. 

The protests came in opposition to the Czech government’s package of spending cuts and austerity measures designed to keep the country’s budget deficit under control. Unions were also demanding more money for the education and healthcare sectors and proposed changes to the pension system. 

Prime Minister Petr Fiala, a conservative who took office in 2021 at the head of a government including a broad range of parties, was unmoved, insisting that the measures were “absolutely necessary”. 

“We have to stop the state indebtedness,” Fiala said. 

According to the government, the measures should reduce the budget deficit by 97 billion crowns (3.9 billion euros) this year and by 150 billion in 2025. Budget expenditure overall rose 11 per cent year-on-year in 2023. Pensions accounted for the biggest spending rise. 

As a result of the cuts, the deficit—which exceeded the EU’s ceiling of three per cent of GDP in 2023—should drop to around 1.8 per cent next year and as low as 1.25 per cent in 2025. 

A modest resurgence of growth will also help balance the books. The Czech economy stagnated in 2023, GDP seeing a fall of 0.4 per cent, mainly reflecting a reduction in household consumption amidst a significant fall in real wages, deteriorating consumer sentiment, and heightened uncertainty, according to the International Monetary Fund (IMF). 

The prospects for 2024 are—cautiously—optimistic. Most forecasts suggest a modest acceleration in GDP growth, with projections ranging from 1.4 to 2.5 per cent. This anticipated growth is predicated on several factors, however, such as domestic consumption seeing an uptick, better export performance (particularly in the automotive and machinery sectors, key drivers of the economy), more public and private investment, the labour market remaining tight, and inflation staying under control.   

Risks remain on the downside considering the high degree of trade openness of the Czech economy and its high energy intensity, which could dampen industrial activity in case of a downturn of global trade or another increase in energy prices. 

Amid weak demand, inflation—which averaged just under 11 per cent for the whole of 2023 is falling fast, falling below seven per cent in December when the country’s central bank embarked on a monetary easing cycle which it looks set to continue, albeit cautiously, in 2024.  

The need to innovate 

The automotive industry remains the largest single industry and is the largest industrial employer in the country. Škoda Auto, owned by Volkswagen, is the largest company in the country by revenue and has a significant influence on the economy. Its profit rose 47 per cent through the first nine months of 2023, delivering more than 640,000 vehicles—an increase of almost 18 per cent.

The electronics and engineering sectors are also substantial, with companies like Foxconn and Siemens having a strong presence.  

The service sector, particularly tourism, IT, and financial services, has been expanding. Prague, the capital, is a significant tourist destination, and the influx of visitors has a positive impact on the local economy. The IT sector is vibrant, now employing more than 200,000 people with a growing number students focusing on the technology sector. In the latest edition of Emerging Europe’s Future of IT report, the country ranked in first place for business environment, evidence of the government’s support for the development of the tech industry.  

However, its overall ranking in the IT Competitiveness Index fell from third in 2022 to seventh—a sign that there is still a great deal of room for growth in the tech sector. The government appears to be aware of this, prioritising digital transformation in its four-year programme and making a cabinet minister directly responsible for digitalisation, especially in the provision of public services. 

Focus on future-oriented sectors will also be key to escaping the middle-income trap. Research from the Vienna Institute of International Economic Studies (wiiw) has shown that Czechia, as with the EU-CEE region as a whole, urgently needs a new growth model, based on innovation, to achieve the next stage of economic convergence. 

An ageing population 

While Czechia has largely been spared the mass migration of working-age people that has blighted so much of the emerging Europe region, demographics are nevertheless an issue that the country must address.  

Czechia has an ageing population, which could strain public finances and the labour market sooner rather than later.  

The workforce is expected to shrink in the coming years, potentially leading to labour shortages in key industries. Small-scale migration has so far filled any gaps— according to the European Commission, the arrival of workers from Ukraine resulted in a 1.7 per cent increase in employment in 2022. 

In a report published last year looking at economic convergence however, the Czech Finance Ministry warned that given the current demographic trends and the severe labour shortages in many sectors, the scope for further employment growth (except for new foreign workers) is very limited. 

To euro, or not?

Legally-bound by EU treaties to adopt the euro “once the criteria to do so are met”, Czechia has so far been reluctant to drop the crown—largely because much of the Czech population has little appetite for the single currency (although a Eurobarometer survey in 2023 suggested that a small majority of Czechs favour adopting the euro).  

In its latest review of EU member states that have yet to adopt the euro, the European Central Bank (ECB) in 2022 found that Czechia met just two of the four conditions (known as the Maastricht criteria) required for the adoption of the euro. The ECB will issue a new review in June 2024—it is likely to report much the same findings. 

However, in a signal that the mood in Prague may be changing, in early February the Czech government appointed a new official to oversee efforts to adopt the euro, which Martin Dvořák, Minister for EU affairs, said would “give impetus to the euro debate”. 

It follows comments made by Czech President Petr Pavel in his New Year Day speech that it was “time to start taking specific steps that will lead us to fulfil the pledge” to join the eurozone. 

“Despite never-ending debates on the pros and cons of the euro for a country with an open, export-driven economy, situated in the heart of Europe, the common currency is a logical future,” Pavel said. 

Photo by Jack Hunter on Unsplash

Reinvantage Insight

Reinvantage Insight

The byline Reinvantage Insight is used to denote articles to which several members of the Reinvantage insight and analysis team may have contributed.

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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.