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Hungary might just be for turning

A creaking economy has Hungarians considering their options

April 8, 2024

6 min read

April 8, 2024

6 min read

Occasional mass protests in Budapest against Hungarian Prime Minister Viktor Orbán are nothing new. Either spontaneous or organised by the country’s main opposition parties, such as the overtly pro-European Union Momentum, they usually follow the announcement of yet another piece of appalling legislation viewed as an attack on Hungarian democracy itself. 

Young people and EU flags predominate, allowing Orbán to wave the protests away as nothing more than Brussels meddling yet again in internal Hungarian politics. The impact of such protests is minimal.  

The largest protest against Orbán and his Fidesz party for several years, attended by a crowd whose numbers ran well into the 100s of thousands, which took place in Budapest on April 6, was notably different. There was nary an EU nor opposition flag in sight and the crowd was in large part older than would be expected at an anti-Orbán demonstration.  

Addressing the rally was an erstwhile Orbán ally, Péter Magyar, the estranged husband of former Justice Minister Judit Varga and until recently a key part of the Fidesz inner circle. Two months ago, however, he turned whistle blower, revealing (to nobody’s surprise) what he alleges is a rampant culture of corruption at the heart of the Hungarian government and setting up his own political movement, Talpra Magyarok (Rise up, Hungarians).  

His decision to challenge the government followed the resignation of Hungary’s president, Katalin Novák, after it emerged that she had pardoned a man convicted of helping cover up a sexual abuse case at a children’s home. It was the same case that forced Magyar’s ex-wife, Varga, to resign.  

In Budapest’s Kossuth Lajos Square on April 6, in front of Hungary’s magnificent parliament building, Magyar said that he would launch a party to participate in June’s elections for the European Parliament. 

Criticising both Orbán and the opposition—which he accused of doing nothing in 14 years to stop Fidesz—Magyar used language clearly designed to appeal to disaffected Orbán supporters.  

“Step by step, brick by brick, we are taking back our homeland and building a new country, a sovereign, modern, European Hungary,” he said. 

An opinion poll in mid-March claimed that 68 per cent of voters have heard of Magyar’s entry into the political field and that 13 per cent of those said that they were likely to support any party he founded. On the evidence of the April 6 rally, many of these voters will be former Orbán supporters. 

“[Magyar] is the politician I have been waiting for,” said one protester, Zsófia Farkas, an accountant, who had travelled from the nearby town of Kecskemét to take part. “If the choice is between Orbán and politicians who will do whatever Brussels tells them, I choose Orbán. But what I really want is something else. I think [Magyar] offers a sensible option.” 

Orbán’s core support begins to grumble 

That erstwhile Orbán voters are beginning to consider their options has much to do with the performance of the creaking Hungarian economy, whose poor performance in recent years has arguably hit conservative Hungarians— Orbán’s core support—hardest. 

Energy subsidies which have provided Hungarians with some of Europe’s cheapest gas and electricity have kept most onside, but recent years have seen the Hungarian forint undergo significant depreciation, affecting the cost of imports and contributing to inflationary pressures. High inflation rates—although now far lower than their peak of 17.5 per cent in early 2023—eroded purchasing power, impacting everyday Hungarians more than Orbán would have liked. 

There are also grumblings from small businesses, less than pleased at the way Orbán’s government has prioritised FDI from major global corporations, including giants in the automotive industry such as Audi, BMW, and Mercedes-Benz. These investments have been heralded as major victories for Fidesz, promising job creation and economic stimulation, and serving as proof that his self-confessed illiberal social policies are no barrier to investment. 

The government’s FDI strategy has included offering generous tax incentives, creating favourable investment conditions, and emphasising Hungary’s strategic location in Central Europe as an asset for logistical operations. Broadly, the strategy has worked, and yet despite these investments, Hungary’s economic growth has been uneven and, by several measures, underwhelming when compared to its Central and Eastern European neighbours.  

According to BNP Paribas, a bank, “Hungary has one of the worst performing economies in the region”. GDP fell by 0.9 per cent in 2023. The Organisation for Economic Co-operation and Development (OECD) expects a slight recovery this year, to 2.4 per cent, but in a recent report warned that the pace of disinflation, future energy prices, and the delivery of EU funds dependent on rule-of-law reforms pose risks to the outlook.

Brain drain 

Hungary is also haemorrhaging people. While foreign investment has unquestionably created jobs, it has not been able to stop a significant brain drain, with skilled workers emigrating in search of higher wages and better living conditions. Last year, some 33,700 Hungarians left the country—the highest number since 2010, according to the country’s national statistics office.

In all, 325,000 Hungarians have migrated since Orbán took office for the second time in 2010—around 3.5 per cent of the total population and almost equivalent to the combined population of Hungary’s second and third largest cities, Debrecen and Szeged. 

This exodus has strained the labour market, making it difficult for both foreign and domestic companies to find and retain high-quality staff. And despite generous incentives designed to boost the population, Hungarian women gave birth to fewer babies in 2023 than ever before. 

Hungary has also been one of the largest per capita beneficiaries of EU structural and cohesion funds, intended to support economic development and convergence within the Union. However, there are concerns about the sustainability of this reliance, especially amid criticisms of Orbán’s government for allegedly undermining democratic values, which has led to significant funding being withheld. 

In December, the European Commission approved the release of 10.2 billion euros in cohesion funds for Hungary, almost a year after the money was frozen over the country’s failure to address persistent rule-of-law concerns. However, that still leaves the country without a further 11.5 billion euros in cohesion funds as well as its post-Covid-19 recovery and resilience money—10.4 billion euros of grants and low-interest loans. There is little sign that Orbán is ready to enact the kind of reform that would unlock the money. 

Magyar is banking on more Orbán voters reaching the conclusion that only by improving transparency, fighting corruption, and adhering to democratic principles will Hungary’s economic fortunes improve. For now, Orbán himself appears unmoved. A strong showing for Magyar’s party in the European Parliament elections would change that. 

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.