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The transport revolution requires old-fashioned investment, not new gimmicks

August 22, 2025

5 min read

August 22, 2025

5 min read

Photo: Dreamstime.

Electric scooters littering pavements have become as much a feature of modern cities as coffee chains and traffic wardens.

Once heralded as the solution to urban mobility’s woes, these battery-powered contraptions have instead become the municipal equivalent of a hangover—messy, regrettable, and difficult to clear up. Paris, which once boasted of leading the micromobility revolution, unceremoniously banned all 15,000 rental scooters in 2023 after residents voted 89 per cent against them. Melbourne followed suit last year, with its mayor lamenting they had caused “havoc on our footpaths.”

France’s accident data shows e-scooters have a 9.2 per cent fatality rate—higher than motorcycles. Where they remain legal, researchers document deliberately dangerous behaviour that seems unique to rental vehicles—riders performing stunts, deliberately crashing, or what academics diplomatically call “intentional safety-critical events”.

The scooter fiasco reveals something important about urban transport: shiny technological fixes often mask deeper infrastructure failures. Whilst venture capital chased two-wheeled unicorns, genuinely transformative changes were happening in cities that grasped a simple truth—people abandon cars only when alternatives prove superior.

Why cars still rule

Most people drive because they have little choice. In America, 72 per cent of commuters use personal vehicles whilst just 14 per cent rely on public transport. This disparity makes sense when 45 per cent of Americans have no access to public transportation whatsoever. Car dependency costs dearly—the average household now spends 12,297 US dollars annually on vehicle ownership.

The Covid-19 pandemic worsened matters. Whilst public transport ridership collapsed, car purchases surged despite double-digit price rises. Families who might have relied on buses or trains bought cars instead. Many have not looked back.

There is evidence, however, that transport habits can change when cities provide genuine alternatives. Public transportation, rudimentary as it is, prevents 63 million metric tonnes of carbon emissions annually in America alone. Getting people to embrace greener options requires systems that work rather than sermons about climate change.

Singapore shows the way

Consider Singapore, which has built what many regard as the world’s finest urban rail network. The city-state’s Mass Rapid Transit (MRT) system carries 3.41 million passengers daily across 143 stations and six lines.

Singapore’s success stems from both ambition and execution. The network spans 240 kilometres today but will double to 460 kilometres by 2040 as 44 new stations come online. The North East Line, opened in 2003, was among the world’s first fully automated heavy rail systems. Today, Singapore operates the longest stretch of driverless trains globally.

Singapore MRT train on an elevated track, showcasing one of the world’s most advanced public transport systems and the importance of long-term investment in urban mobility.
Singapore’s MRT. Photo: Dreamstime.

Technology pervades the system. SMRT, its operator, recently launched Depot 4.0—a smart maintenance facility using artificial intelligence and automation that doubles train overhaul capacity. The company has tested autonomous shuttles and invested in self-driving vehicle technology through its venture arm.

Singapore treats public transport as essential infrastructure rather than a service for the poor. Political support spans decades, enabling long-term planning that private operators struggle to achieve. The results speak for themselves.

Technology’s promise

Artificial intelligence offers genuine benefits for public transport, though less glamorous than scooter-sharing apps promised. California’s AI-powered traffic signals have improved travel times by 20 per cent and emergency response by 69 per cent. Transport for London reports that AI optimisation has delivered 10 per cent better on-time performance and 15 per cent shorter passenger waits.

Singapore, not surprisingly, leads here too. Transit operators have developed generative AI applications including assistants that translate speech into sign language and chatbots answering passenger queries. Such tools encourage ridership whilst managing growing demand efficiently.

The global AI transportation market could reach 23.11 billion US dollars by 2032. Applications range from predictive maintenance—which can extend infrastructure life by 30 per cent—to demand forecasting and real-time route optimisation.

Autonomous vehicles remain nascent but are gaining traction. San Francisco permitted commercial robotaxi services in 2023. Shanghai granted permits for passenger-carrying robotaxis in 2024. Some transport campaigners worry, however, that adding more cars to the road is not a viable option, however, and safety concerns over autonomous vehicles remain.

The business opportunity

Transport transformation creates substantial commercial opportunities, though success requires focusing on proven solutions rather than headline-grabbing novelties. Cities seeking efficiency gains provide ready markets for AI-powered traffic management systems. Predictive maintenance platforms appeal to cash-strapped transport authorities needing to extend asset life whilst controlling costs.

Electric vehicle manufacturers benefit from public sector fleet electrification. Norway’s push for electric vehicles—nearly nine out of ten new cars sold in 2024 were electric—shows how policy creates markets. Oslo’s trams and metro already operate on renewable energy, and by 2028, the city aims to fully electrify its entire transit fleet—including buses and ferries.

Integration specialists face growing demand for Mobility-as-a-Service platforms that unify multiple transport modes through single applications. Modern travellers expect seamless information across buses, trains, bikes, and ride-sharing—the sort of integration that Singapore has mastered.

The biggest opportunities perhaps lie in unglamorous infrastructure rather than Silicon Valley disruption. Cities need more bus lanes, better stations, integrated ticketing, and reliable service. Such basics generate fewer venture capital headlines but solve real problems.

Building better cities

Urban mobility’s future will not be determined by the latest app or scooter scheme, but by sustained investment in systems that genuinely serve people’s needs. The e-scooter experience offers a cautionary tale: without proper infrastructure, even well-intentioned innovations become expensive nuisances.

Cities leading this transition—Singapore, Zurich, Oslo—understand that public transport succeeds when it offers superior convenience, reliability, and value compared to private cars. This requires sustained political support, intelligent use of technology, and substantial investment over decades.

Such joined-up think would be good for local economies, given that eighty-seven per cent of public transit trips have a positive economic impact. Cities that build excellent public transport will attract residents and businesses whilst reducing emissions and improving quality of life. Those that chase technological fads whilst neglecting fundamentals will remain stuck in traffic, watching better-run places pull ahead.

The revolution in public transport is already underway. It simply requires fewer unicorns and more investment in the unglamorous work of building systems that actually function.

Photo: Dreamstime.

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis 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.