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Tempered expectations

For Ukraine and Moldova, full EU membership seems distant. Is there a more expedient path?

July 21, 2025

6 min read

July 21, 2025

6 min read

Photo: Dreamstime.

As Russian shells continue to fall on Ukrainian soil, the dream of European integration continues to burn bright in Kyiv. Similar aspirations simmer in neighbouring Moldova, where President Maia Sandu has staked her political career on steering her country westward.

Nevertheless, for both nations, the path to full European Union membership stretches far into the distance—perhaps too far to sustain domestic enthusiasm or to secure the economic and security benefits they so desperately crave.

The EU granted candidate status to Ukraine and Moldova in June 2022, a symbolic gesture of solidarity and recognition. But symbolism, however potent, pays no bills. The Copenhagen criteria—the EU’s entrance requirements demanding stable democratic institutions, a functioning market economy and the capacity to implement the 80,000-page acquis communautaire—present formidable hurdles for countries emerging from the Soviet shadow and, in Ukraine’s case, fighting an existential war.

Even if these technical challenges could be overcome, political obstacles loom larger. Viktor Orbán, Hungary’s prime minister and self-appointed gadfly to Brussels consensus, has repeatedly obstructed EU aid to Ukraine and would almost certainly veto membership negotiations. Other member states harbour quieter reservations about enlargement fatigue, institutional capacity and the agricultural implications of admitting Ukraine, with its vast fertile lands.

The Norwegian model

Faced with such resistance, might alternative models of European integration serve as pragmatic stepping stones? The Norwegian arrangement offers one tantalising template. As a member of the European Economic Area (EEA) since 1994, Norway enjoys nearly full access to the EU’s single market while remaining outside the customs union, agricultural and fisheries policies, and justice and home affairs cooperation.

This ‘pay but no say’ arrangement requires Norway to implement most EU legislation without formal input into its creation—a democratic deficit that Norwegian politicians have long lamented but accepted as the price of market access. Norway contributes substantially to the EU budget and adheres to freedom of movement principles, yet retains independence in foreign policy and natural resource management.

For Ukraine, the Norwegian model offers distinct advantages. It would secure vital economic integration without demanding the full institutional transformation that EU membership requires. Ukrainian agricultural products—representing nearly 10 per cent of GDP—could potentially receive special treatment outside the Common Agricultural Policy. Most crucially, it could deliver tangible benefits within years rather than decades.

Moldova, with its smaller economy more dependent on trade with the EU (which accounts for 65.6 per cent of its exports), might find the EEA arrangement even more suitable. Its wine industry, which drives between seven and 10 per cent of employment, could bypass some of the more onerous EU regulations while securing market access.

The Swiss alternative

Switzerland’s relationship with the EU presents another possibility. Unlike Norway, Switzerland has rejected both EU and EEA membership, instead crafting a bespoke relationship through more than 120 bilateral agreements covering everything from trade in goods to aviation. This patchwork approach allows Switzerland to select its areas of cooperation while maintaining sovereignty in others—most notably banking regulation and immigration policy.

However, the Swiss model comes with significant complications. The EU has grown increasingly frustrated with this à la carte approach, pushing for a more coherent institutional framework. Indeed, last year the two sides concluded negotiations on a deal that would synchronise the current mechanism of treaties into a single coherent framework. 

For Ukraine and Moldova, the current Swiss model offers theoretical flexibility but practical challenges. Negotiating dozens of separate agreements would be extraordinarily time-consuming and would require substantial diplomatic capacity that both countries lack.

More importantly, perhaps, the EU has explicitly stated it has no appetite for replicating the existing Swiss arrangement, which it views as unwieldy and inefficient.

Domestic concerns

Any arrangement short of full membership risks being perceived as second-class status in both Ukraine and Moldova, where European integration has become a matter of national identity as much as economic policy.

“We’re not fighting only to end up as second class members,” one Ukrainian official remarked privately to this correspondent. Opinion polls show consistently high support for EU membership in both countries—86 per cent in Ukraine and 67 per cent in Moldova. Politicians who appear to settle for less risk electoral punishment.

President Volodymyr Zelensky has been particularly adamant, stating in a recent address to the European Parliament that Ukraine is, “fighting for a choice that puts us on an equal footing with you.” President Sandu echoes similar sentiments, insisting that Moldova belongs “in the European family.”

Such rhetoric reflects political reality. For Ukraine, EU membership represents not just economic opportunity but existential validation of its European identity—a rejection of Vladimir Putin’s imperial claims. For Moldova, it offers a bulwark against Russian influence that has kept the country politically divided through its support of the breakaway region of Transnistria.

A third way

Perhaps the solution lies not in choosing between existing models but in crafting something new—a ‘membership minus’ or ‘partnership plus’ arrangement that acknowledges the unique circumstances of countries fighting wars or struggling with breakaway territories.

One possibility is staged integration, where sectors of the economy join the single market sequentially as they meet requirements. Another is a formalised ‘outer ring’ of the EU with partial institutional representation—perhaps observer status in the European Parliament and some Council formations—coupled with security guarantees stronger than association agreements but short of NATO’s Article 5.

The European Political Community, launched in 2022, represents a tentative step in this direction, though it remains more a talking shop than framework. For it to become a meaningful alternative, it would need institutional substance and offer economic benefits that currently do not exist.

Pragmatism versus principle

The fundamental question for both Ukraine and Moldova is whether the pursuit of full EU membership represents strategic wisdom or romantic nationalism. The cold arithmetic of EU politics suggests that even with remarkable reforms and unwavering political will, accession could take 15-20 years—and that assumes unanimity among existing members that seems increasingly unlikely.

Norway and Switzerland are wealthy countries that chose their relationships with the EU from positions of strength. Ukraine and Moldova have no such luxury. Their geopolitical vulnerability and economic fragility mean they cannot afford decades in the waiting room of Europe.

The EU, meanwhile, faces its own dilemma. Continuing to dangle the carrot of membership without realistic timelines risks creating disillusionment that could strengthen pro-Russian elements in both countries. However, admitting nations unprepared for membership could undermine the union’s functioning and standards.

Perhaps the answer lies in honesty on all sides. The EU could acknowledge that full membership may be generational rather than imminent, while offering deep integration that delivers concrete benefits in the interim. Ukraine and Moldova might accept that incremental steps toward Europe, however imperfect, serve their citizens better than perfect promises indefinitely deferred.

After all, as one Brussels-based diplomat puts it with characteristic understatement, “The waiting room can be quite comfortable if properly furnished.”

For nations on Europe’s embattled eastern flank, a well-appointed antechamber may prove far better than remaining outside in the cold.

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.

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