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Orbán’s agonies

Problems pile up for Hungary's prime minister

February 13, 2024

6 min read

February 13, 2024

6 min read

Photo: Viktor Orbán at a meeting of the European Council. © European Union

It’s not been a good few days for Hungarian Prime Minister Viktor Orbán. On February 10, the country’s president, Katalin Novák—a close Orbán ally—was forced to resign over her decision to pardon a man convicted of helping cover up a sex abuse case at a children’s home.

Novák—a former family minister who had carefully crafted an image as a defender of traditional family values—apologised for granting the pardon and said she made “a mistake”.

At the same time, Judit Varga, the former minister of justice who approved the pardon and who was the lead candidate of Orbán’s ruling Fidesz party in June’s elections for the European Parliament, was also forced to resign.

Now, the Hungarian government faces new accusations of interference with media freedom and pluralism, part of what has been called a systematic attack on the rule of law that obstructs the work of independent journalists in holding the authorities to account and prevents the public from accessing information.

A new report from Human Rights Watch, I Can’t Do My Job as a Journalist: The Systematic Undermining of Media Freedom in Hungary, documents the increased obstacles and constraints independent journalists and media face under Orbán’s government.

“The clear objective of hollowing out media freedom is to prevent the public from knowing what the government is doing or holding it to account,” says Hugh Williamson, Europe and Central Asia director at Human Rights Watch.

“The European Union needs to recognise the attack on media as part of the Hungarian government’s erosion of the rule of law, and take action to address it, including by moving the Article 7 process forward urgently.”

Hungary has been under the first phase of Article 7—often referred to as the EU’s ‘nuclear option’, a legal tool which allows the sanctioning of member states in serious breach of EU values—since 2018 over the democratic backsliding overseen Orbán, who is accused of weakening judicial independence, perpetuating cronyism, abusing emergency powers, passing anti-LGBT legislation, hindering asylum rights and diluting media pluralism.

In January, however, Didier Reynders, the European Commissioner for Justice, said that Article 7 could not be fully implemented against Hungary until there is a strong majority in favour among member states.

“It’s not possible for the Commission to take a decision in the process at the present time,” he said.

However, with Hungary set to take over the rotating presidency of the European Council in July, Human Rights Watch believes that its new report makes it pivotal for the EU to act immediately to arrest the democratic backsliding.

“EU institutions should push the Article 7 process forward and use their legal enforcement powers to protect independent media and freedom of information currently under attack as a consequence of Hungary’s dismantling of the rule of law,” Williamson says. “Independent journalism is a cornerstone of democracy and crucial for holding governments to account for power abuses.”

Media monopoly

In its report, Human Rights Watch claims that since 2010, the government has used its power to deliberately dismantle media freedom and pluralism through control over the media regulatory body, which has allowed pro-government outlets to dominate, by exerting direct political control over the public service broadcaster, and financially rewarding pro-government outlets.

Independent and investigative journalists face major obstacles in their work, including surveillance, threats, limited or no access to decision makers and public information and smear campaigns against them in pro-government media.

The Reporters Without Borders 2023 World Press Freedom report ranked Hungary 72 out of 180 countries.

Human Rights Watch interviewed representatives of media organisations, journalists and editors, and a media owner who have experienced the harmful effects of the clampdown. The attacks on the free press take place against the backdrop of the government’s persistent undermining of rule of law, its hijacking of public institutions, and its silencing of civil society groups and critical voices.

While the government did not respond to comments on findings, the main regulator, the Media Authority, in a December letter responded that the body is independent with a nomination process set out in domestic law, and that the public service broadcaster should provide public service media and news service programs and protect the independence of such programmes.

Human Rights Watch found that the government is using its near media monopoly to strengthen its hold on democratic institutions. This distortion of the media landscape obstructs the work of independent and investigative journalists and prevents the Hungarian public from accessing reliable and factual information to make informed political choices.

Talking heads

Fidesz, Human Rights Watch claims, started to seize control of the media soon after it was elected in 2010. It used its two-thirds majority in parliament to overhaul the media law, and packed the Media Authority, the media regulator, and its and Media Council with Fidesz loyalists.

The government fired over 1,600 journalists and media workers at the public service broadcaster (MTVA), replacing them with government talking heads, effectively turning MTVA into a government-controlled broadcaster. Current and former MTVA employees told Human Rights Watch that reporters are told by their editors what and how to report, and which terms to use and to avoid, and if they do not like it, that they can pack and leave.

The government’s systematic clampdown on independent media intensified with the 2018 creation of the Central European Press And Media Foundation when media owners close to the Orbán government transferred approximately 500 media outlets to the foundation. The government bypassed national competition rules when Orban signed an order stating that the donations of the outlets were a matter of “national strategic importance in the public interest”.

Independent journalists say that they have virtually no access to public data from state institutions or government officials and Fidesz politicians. Independent journalists and outlets are restricted, sometimes banned, from attending government news conferences.

Pegasus spyware surveillance has been used against some independent journalists and outlets and others regularly face smear campaigns by pro-government outlets, creating a climate of fear and intimidation.

Independent media outlets have closed, or changed ownership and turned pro-government overnight, including the web-based outlets Origo and Index, further limiting the public from accessing independent and factual information.

Photo: Viktor Orbán at a meeting of the European Council. © European Union

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.