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Kosovo’s untapped potential

Kosovo has already defied sceptics by building a functioning economy

April 29, 2025

6 min read

April 29, 2025

6 min read

Photo: Dreamstime.

In the bustling cafés of Prishtina, Kosovo’s capital, the optimism is palpable. Young entrepreneurs tap away on laptops while discussing their latest business ventures over macchiatos that rival those of Italy.

It is a scene that would have been unimaginable a quarter-century ago, when Kosovo emerged from conflict with Serbia. Today, the World Bank forecasts that Kosovo will remain the fastest-growing economy in the Western Balkans, with GDP growth of 3.8 per cent expected in 2025.

This growth, though slightly cooled from the 4.4 per cent seen in 2024, represents remarkable resilience for Europe’s youngest state.

Kosovo’s economic trajectory has defied many expectations since its declaration of independence in 2008, with per-capita income increasing by nearly 50 per cent and poverty falling by 35 per cent.

However, beneath these encouraging figures lies a complex economic reality shaped by unique challenges and geopolitical tensions that continue to define the country’s development path.

Beyond aid

Kosovo’s economic transition has been noteworthy. Once heavily dependent on foreign aid, the country has gradually developed a more self-sustaining economic model. Private consumption is now the primary growth engine, expected to contribute four percentage points to the 2025 expansion. Investment, meanwhile, will add another 1.3 percentage points, according to World Bank projections.

Kosovo has moved beyond being an aid-dependent economy to one driven by domestic demand. The challenge now is transitioning to an export-oriented growth model that can create quality jobs and further reduce poverty.

This transition has been fueled by several factors. The Kosovo diaspora, numbering approximately 800,000 people (nearly half the country’s resident population), provides a steady stream of remittances that bolster domestic consumption. In 2023, these remittances amounted to around one billion euros, equivalent to roughly 12 per cent of Kosovo’s GDP.

Financial sector development has also played a crucial role. Banking penetration has increased substantially, with credit to the private sector growing at a healthy clip. This financial deepening has supported small business development, particularly in the service sector, which now accounts for more than half of Kosovo’s economic output.

Prudent fiscal management has been another asset. Kosovo has maintained relatively low public debt levels compared to its neighbours, hovering around 25 per cent of GDP, giving the government fiscal space that many European countries would envy.

Low inflation has further contributed to macroeconomic stability, though this advantage has been tested by global inflationary pressures since 2022.

Unemployment and the need for well-paying jobs

Yet Kosovo’s economic model faces structural limitations. The country struggles with a persistently high unemployment rate of approximately 20 per cent, with youth unemployment closer to 30 per cent. These figures would be worse if not for substantial emigration, which has acted as a safety valve for labour market pressures.

The employment challenge reflects deeper productivity issues. Kosovo’s economy remains dominated by small, often informal businesses that struggle to achieve economies of scale. Manufacturing represents just 11 per cent of GDP, limiting export potential and making the country dependent on imports for many goods.

Kosovo needs to attract more productive investment that can create formal, well-paying jobs. Average salaries hover around 500 euros per month. This requires addressing infrastructure gaps, strengthening institutions, and improving the business environment.

Energy supply constraints illustrate these challenges. Kosovo relies on two aging coal-fired power plants that provide unreliable electricity. While the country sits on the fifth-largest lignite reserves in the world, environmental concerns and the EU’s green agenda complicate further exploitation of this resource. Frequent power outages force businesses to invest in backup generators, raising production costs and hampering competitiveness.

Education quality is another concern. Despite a young population—the average age is just 30—Kosovo’s education system struggles to equip students with the skills needed for a modern economy. The country performs poorly in international assessments, and employers frequently cite skills mismatches as a major constraint.

The political challenge

Underlying all these challenges is Kosovo’s unresolved political status. While recognised by more than 100 UN member states, including most Western democracies, Kosovo’s independence is not acknowledged by Serbia, Russia, China, and several EU members.

This limbo complicates Kosovo’s integration into international organisations and creates persistent uncertainty for potential investors.

The dispute with Serbia remains particularly problematic. Despite EU-facilitated dialogue since 2011, relations between Belgrade and Pristina are characterised by periodic tensions and limited progress on normalisation. Serbia continues to support parallel institutions in Serb-majority areas of Kosovo, especially in the north, creating governance challenges.

In 2023, tensions escalated when Kosovo attempted to implement new license plate regulations in northern municipalities, leading to roadblocks and protests. Though eventually defused, the episode highlighted the fragility of the situation and its potential to disrupt economic activity.

Political instability acts as a tax on Kosovo’s economy. It increases transaction costs, deters foreign investment, and diverts government attention from much-needed economic reforms.

These tensions also complicate Kosovo’s EU accession ambitions. While progress toward candidate status has been slow, the European perspective remains crucial for Kosovo’s economic development strategy. The EU is Kosovo’s largest trading partner, accounting for approximately 45 per cent of its external trade, and an important source of financial assistance.

Trade relations with Serbia present another challenge. Despite the Central European Free Trade Agreement (CEFTA), Serbia periodically imposes non-tariff barriers on Kosovo goods. In retaliation, Kosovo has sometimes implemented its own trade restrictions, including a controversial 100 per cent tariff on Serbian imports in 2018, which was later lifted following international pressure.

These trade frictions highlight a broader dilemma: Kosovo’s economic interests would be best served by pragmatic cooperation with Serbia, but the politics of national identity and historical grievances often prevail over economic rationality.

Reasons to be cheerful

Despite these challenges, there are reasons for cautious optimism. Kosovo has seen growth in several promising sectors, including information technology, food processing, and tourism. The IT sector, in particular, has leveraged Kosovo’s young, multilingual workforce to provide outsourcing services to Western European clients.

The government has also embarked on infrastructure improvements. A highway connecting Prishtina to Albania will reduce transport costs and open new markets, while planned road and rail upgrades could better integrate Kosovo into regional transportation networks.

Additionally, the diaspora is increasingly involved beyond remittances, with some successful emigrants returning to establish businesses or serving as conduits for knowledge and technology transfer.

For Kosovo to fully realise its economic potential, however, it must balance its sovereignty with finding workable compromises with Serbia. This will require political maturity from leaders on both sides and sustained international engagement.

Kosovo has already defied sceptics by building a functioning economy despite extraordinary challenges. The question now is whether it can move beyond mere resilience to true prosperity.

As patrons in Prishtina’s cafés dream of a European future, the path forward remains challenging but not impossible. Kosovo’s economic promise is real, but fulfilling it will require addressing deep structural issues and resolving the political limbo that continues to constrain its development.

The next chapter in Europe’s youngest state will depend on whether economic pragmatism can prevail over the politics of division that have defined the region for too long.

Photo: Dreamstime.

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.