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Everyday AI

Efficiency and opportunity: the benefits AI is already bringing

June 29, 2023

7 min read

June 29, 2023

7 min read

 Europe is on a journey to become a digital-first economy, which will boost its GDP and help it compete on a global stage.    

AI is already helping to accelerate this shift, unlocking more innovation and greater productivity in every country and every industry.  

“AI powers many of the everyday services and experiences we often take for granted, like voice-to-text transcription, spell-checking and automated translation,” says Adi Morun, Data and AI Lead for Microsoft Central and Eastern Europe, Middle East and Africa. 

“Large Language Models (LLMs) which process and generate text using prompts are powering innovative services like ChatGPT, Azure OpenAI Service and Microsoft’s new Bing search engine – these ‘co-pilot’ tools will also increasingly be embedded into the software we use at work, to augment our creativity and enable us to be more productive.” 

There are examples in every industry. In manufacturing, the use of predictive maintenance with real-time analytics allows manufacturers to spot problems on the factory floor before they happen – already reducing downtime and increasing productivity. 

AI is also assisting retailers to not only keep pace with rapidly changing consumer trends, but to meet evolving customer needs through personalised brand experiences  

In finance, AI helps banks, insurers and other financial institutions provide hyper-personalised customer experiences by connecting information from multiple sources simultaneously. 

In medicine, AI is reducing the burden of manual tasks for clinical healthcare staff, giving doctors and nurses more time to focus on patient care. 

“AI has the power to transform the way that we live and work,” Dr Edward Challis, Head of AI Sstrategy and GM for Communications Mining at UiPath. “The technology is changing how companies operate and make decisions. From enhancing customer interactions to understanding vast amounts of structured and unstructured data to uncover valuable insights, many companies are undoubtedly looking at the potential of the technology.” 

More fulfilling, creative work 

AI has already been improving our productivity for some time, but the current step-change in AI’s capabilities is spotlighting the huge possibilities for everyone and every organisation. 

“The rapid advances in AI which are capturing the world’s imagination are transformational, but it’s important to remember that AI has already been in use for years, freeing up time for more creative and fulfilling cognitive work,” says Morun. 

“In fact, AI is the ultimate amplifier, fuelling productivity in workplaces, home offices, academic institutions, research labs, and manufacturing facilities around the world, helping everyone from students to doctors, from retailers to software developers, climate experts and security practitioners.”  

And all this is particularly important in the context of the need to boost Europe’s long-term productivity growth, and its decreasing working-age population, which is expected to drop by six per cent by 2030. 

According to PwC, AI could add 2.6 trillion euros to Europe’s economic output by 2030. If Europe can accelerate the development of its AI competencies and digital innovation capacity, that figure could rise by a further 900 billion euros. Goldman Sachs meanwhile suggests that an AI-driven productivity boom could raise annual global gross domestic product by seven per cent over a 10-year period. 

By 2026, according to the International Data Corporation, 85 per cent of enterprises will combine human expertise with AI, machine learning, natural language processing, and pattern recognition for better forecasts across the organisation, making workers 25 per cent more productive and effective.  

“What’s so exciting is how the step-change we’re seeing now is creating huge possibilities for every person and every organisation – this is vital for Europe’s journey to becoming a digital-first economy,” says Morun. 

AI in today’s world 

Romanian company FintechOS operates globally, focusing on speed, personalisation, and ecosystem integration to empower businesses to achieve rapid innovation and deliver exceptional and innovative modernisation outcomes. The fintech enablement platform makes use of data, analytics and new technologies like generative AI to enable clients to transform existing financial product lines and launch new differentiated offerings. 

“If customer onboarding or servicing requires too much effort, organisations risk losing customers and revenue,” says Márcio Spínola, Chief Product Officer at FintechOS. 

“We have successfully delivered AI-powered solutions, such as launching new products or servicing existing ones, to more than 50 customers globally thanks to Azure’s integrated AI capabilities”, Spínola says. 

Czech start-up Zásilkovna uses AI and smart robots to improve logistics and warehouse processes. “When we started working with them in the start-up phase, they were delivering around 40,000 packages a day; now, they’re delivering over one million,” says Microsoft’s Morun. 

Microsoft also recently launched a project in Czechia and Slovakia called Digital Hospital, which highlights 98 solutions across thirty partners to show healthcare organisations, public and private, what AI and cloud technology can do to drive better patient or customer outcomes, work experiences for medical practitioners, and optimised healthcare processes.  

One of these solutions is Aireen, an AI-based diagnostic helping protect the sight of people with diabetes and providing early detection of retinopathy by using AI. In less than 30 seconds, it provides high-sensitivity, detailed insights into the diagnostic output based on over one million images. This helps eye care clinics to offer a better product, better customer services, and ultimately better brand experience. 

And there’s more to come. “AI is a defining technology of our time in terms of what it can do for people and organisations,” Morun adds. 

“The pace of innovation is accelerating, and AI has the potential to shape stronger, more sustainable societies and transform every sector including manufacturing, financial services, healthcare and energy.  What’s so exciting is how the step-change we’re seeing now is creating huge possibilities for every person and every organisation – this is vital for Europe’s journey to becoming a digital-first economy.” 

Responsible AI 

The use of AI nevertheless poses a challenge for both competition authorities and legislators. This problem is already partially addressed by the EU’s Digital Markets Act (DMA), enforced by the European Commission since May 2023. According to PwC, which itself announced investment worth one billion US dollars earlier this year to expand and scale its AI offering, this regulation establishes strictly defined objective criteria for qualifying a large online platform as a ‘gatekeeper’, such as controlling access to information and services. 

The responsibilities for those who develop the technology are bigger still: together, they must ensure that AI is built and used responsibly and ethically, that it advances international competitiveness and national security, and that it serves society broadly, not narrowly – so that everyone can reap the benefits. 

“AI is already inseparable from our professional life and it’s time to set the basic rules for using it,” says Olga Belyakova, Partner, Co-head of Technology, Media and Communications CEE at CMS. “The first attempt in the EU was undertaken by the European Parliament on June 14 by approving its negotiating position on the proposed Artificial Intelligence Act. But even before that lawyers already negotiated contractual clauses about the extent to which the parties may use AI tools in their business relations.” 

“AI systems have to be developed in a way that ensures they will function as intended and be used in ways that earn trust. At Microsoft our work is guided by a core set of principles: fairness, reliability and safety, privacy and security, inclusiveness, transparency, and accountability – principles we want to see applied by any organisation developing or working with AI,” adds Morun. 

“Our goal is to democratise AI and machine learning so everyone can develop, use, and benefit from AI innovation. And this innovation is founded on a commitment to responsible AI.”  

“As long as organisations use AI in an open, flexible, and responsible manner, it can empower businesses to remain competitive in today’s fast paced, data-driven world,” concludes UiPath’s Dr Challis.

“As the technology becomes more and more accessible to businesses and consumers alike, its everyday use will only continue to grow, opening new opportunities and redefining how we work and how we interact with the services we use in our day-to-day lives.” 

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.