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Seeds of change

Modernisation and sustainability in CEE’s agricultural sector

February 16, 2024

8 min read

February 16, 2024

8 min read

Central and Eastern Europe (CEE) has long been an agricultural powerhouse. Before Russia’s invasion of 2022, Ukraine, the largest producer of agriculture in the region, accounted for more than 10 per cent of the country’s GDP. Not for nothing was it known as the world’s breadbasket.

Pre-war, Ukraine was the world’s largest exporter of sunflower oil (accounting for 50 per cent of world exports), the third largest exporter of barley (18 per cent), the fourth largest of maize (16 per cent) and the fifth largest of wheat (12 per cent).  

In 2021, Ukraine exported cereals worth around 11.5 billion US dollars. According to NASA Harvest analysis of satellite imagery, an estimated 5.2-6.9 million acres of Ukrainian farmland (6.5-8.5 per cent of the country’s total) have been abandoned since Russia’s invasion. 

Adapting to the realities of Russia’s war is not the only profound change facing the agricultural sector in CEE. As the world grapples with the challenges of climate change, food security, and sustainable development, CEE nations are at the forefront of integrating modern technology and sustainable practices into their agricultural frameworks.  

However, amid the evolving landscape of agriculture in the region and the impact of these changes on rural development, ongoing protests by large numbers of its farmers—primarily against Ukrainian agricultural imports—have brought the sector into ever sharper focus. 

‘No other choice’

Except for Moldova, where agriculture accounts for around 12 per cent of GDP, and employs almost a quarter of the country’s workforce, Ukraine’s neighbours have relatively small agricultural sectors (4.3 per cent of GDP in Romania, 3.2 per cent in Hungary, 2.8 per cent in Slovakia, and 2.2 per cent in Poland). 

Nevertheless, farmers in these countries—particularly Poland, where the sector employs almost 1.5 million people—have for months been protesting what they view as unfair competition from cheaper Ukrainian imports as well as the EU’s broader agricultural policies.

This week, Polish farmers announced a total blockade of all border crossings with Ukraine on February 20, escalating their latest protest which began in response to a European Commission proposal on February 9 that all Ukrainian imports into the EU would remain free of duties until at least June 2025. Czech, Hungarian, Latvian, Lithuanian, and Slovakian farmers are set to join the protest. 

“The passivity of the Polish authorities, compliance with all decisions of the European Commission regarding the import of agricultural and food products from Ukraine leave us no other choice,” said the Polish Farmers’ Union in a statement, adding, “Not only will we block border crossings, but also communication hubs and access roads to transshipment railway stations and seaports.” 

Duties were first lifted immediately after Russia’s invasion of Ukraine in February 2022 to help the country’s economy, dependent as it is on agricultural exports. Similar duty free facilities were also granted to Moldova. 

Before Russia’s invasion, almost all of Ukraine’s agriculture exports (around six million tonnes per month) were exported via the Black Sea to customers outside the EU. A Russian blockade of the country’s ports initially brought exports to a halt, leading the EU to hurriedly open so-called ‘Solidarity Lanes’ through the bloc before a special UN-brokered agreement allowed for the export of some grain by sea to recommence. Russia pulled out of the agreement in July 2023, however. 

Although Ukraine has since managed to increase Black Sea grain exports to a level not seen since before Russia’s invasion (Moscow is reluctant to attack shipping heading for countries not directly involved in supporting the Kyiv war effort), the Red Sea shipping crisis now poses a new challenge to trade, once again making land routes—through Poland in particular—crucial.

Modernise to survive

Ukraine is just one challenge facing CEE’s farmers. The sector needs to modernise in order to remain competitive in the global market and to address environmental concerns. Nevertheless, protesting farmers from across Europe attacked the European Parliament at the end of January, making it clear that they will not tolerate proposed EU rules designed to slash net greenhouse gas emissions 90 per cent by 2040. These include a reduction in the use of fertlisers and pesticides—key parts of the EU’s ‘farm to fork’ strategy, its broad sustainable food initiative. 

According to the Intergovernmental Panel on Climate Change (IPCC) agriculture, forestry and the change of land-use, account for as much as 25 per cent of human induced greenhouse gas emissions. Agriculture is one of the main sources of emitted methane and nitrous oxide.

Under pressure from farmers, last November, MEPs voted against the EU’s proposed pesticide regulation which aimed to halve the use and risk of chemical pesticides by the end of this decade.  

The EU claimed that these rules would have “translated our commitment to halt biodiversity loss in Europe into action”, highlighting the health risks and water quality issues associated with pesticide use. 

It is unlikely, however, that the region’s farmers will be able to delay change to their industry forever. Precision farming, which uses information technology and a range of items such as GPS guidance, control systems, sensors, robotics, drones, autonomous vehicles, variable rate technology, automated hardware, and telematics, will have to be adopted to allow for the more efficient use of resources, higher crop yields, and reduced environmental impact.  

Many of these solutions are being developed in the emerging Europe region. Leafood is a Lithuanian start-up developing technology to grow sustainable, high-quality leafy greens using a fraction of the land and water required by traditional farming. 

Last year, eAgronom, an Estonian start-up, raised five million euros in funding for its carbon credit programme that it views as a key initiative striking a balance between sustainability and financial viability for farmers. In Poland meanwhile, AgriBot is developing a robot for the automation of various farming operations in orchards and plantations. 

Who pays?

These innovations, however, will require investment—and farmers are likely to demand that the EU, or national governments, contribute, citing the benefits of modernisation and the greening of agriculture for rural development.  

The adoption of new technologies and practices will also require an increasingly skilled workforce, necessitating further investment in education and training for rural communities.  

This, in turn, can lead to job creation and economic diversification, reducing the rural-urban divide. Moreover, improved agricultural productivity and sustainability can enhance food security, ensuring that the region can feed its population and withstand global food market volatility. 

The ongoing protests by farmers in Central and Eastern Europe against Ukrainian agricultural imports highlight, however, the tensions that can arise in the face of change.  

Ukraine, where the costs of production are lower than in the EU has—perhaps unwillingly—become a significant player in the European market. (Prior to the Russian invasion more than 90 per cent of its wheat went to countries in Africa and Asia).

But while the methods chosen by Polish farmers to demonstrate (earlier this week lorry loads of Ukrainian grain were dumped on Polish highways, triggering an angry response from Ukraine’s prime minister), their concerns over the influx of Ukrainian produce are, at least in part, understandable, concedes one official in Brussels. “Not least because some of the Ukrainian grain intended solely for transit and re-export has a tendency to end up on local markets. But that’s a problem for local law enforcement to deal with.”

Time for profound change

What the protests ultimately reveal however are broader anxieties about the future of farming in the region. Farmers are grappling with the need to invest in new technologies and practices while facing uncertain returns and new competition that they perceive as unfair. The situation is further complicated by the geopolitical landscape and trade policies that can either hinder or facilitate the flow of agricultural goods. 

For governments sensitive about angering a community whose ability to protest often outweighs its economic importance, and of offering gifts to populists (not least in a year of elections to the European Parliament, as well as local elections in Poland, parliamentary elections in Romania and a presidential vote in Slovakia) there is a need for a balanced approach that supports farmers through the transition while safeguarding the interests of all stakeholders.  

This could include policy measures such as subsidies for technology adoption, support for sustainable practices, and fair trade agreements that consider the competitive landscape. 

Additionally, there is a clear role for greater regional cooperation to ensure that the modernisation of agriculture benefits the entire CEE region and that no country is left behind. 

Speaking after the farmers’ protest in Brussels in January, French President Emmanuel Macron said that Europe’s farming sector is facing a major crisis and must “profoundly” change its rules. 

How open to change the continent’s governments will be is a moot point. The concerns of farmers, as evidenced by the protests against Ukrainian imports, must be addressed through thoughtful policies. Farmers will need to accept change, but so—it is increasingly clear—will governments. 

Photo by Marcin Jozwiak on Unsplash.

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.