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The Singapore model

What CEE and the world can learn from the original Asian tiger

May 29, 2024

6 min read

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May 29, 2024

By

6 min read

The story of Singapore’s remarkable transformation from a small, resource-poor island into a global economic powerhouse offers valuable lessons for countries around the world.

In a few words, the key to Singapore’s success lies in a combination of visionary leadership, sound governance, strategic planning, and a strong commitment to innovation and openness. But it is also worth taking a more in depth look at these contributing factors to understand what drives Singapore’s success and what Central and Eastern Europe (CEE) and the world can learn from it.

Singapore’s strategic position at the crossroads of major shipping routes in Southeast Asia has been instrumental in its economic success. By leveraging this location, Singapore has become a vital hub for trade and commerce, facilitating the flow of goods, services, and capital between Asia and the rest of the world.

This strategic advantage has been complemented by the most stable and efficient government worldwide, as of 2023, known for its long-term planning, pragmatic policies, and zero tolerance for corruption. The government’s proactive approach in driving economic development, urban planning, and social policies has ensured steady progress and stability.

Investment in people

Embracing free-market principles, open trade policies, and a business-friendly environment has also been crucial for Singapore becoming the freest economy in the world in the last few years, 2024 not being an exception.

In an age of turbo-globalisation, the establishment of free trade agreements with numerous countries has allowed for easy access to international markets and attracted significant foreign investment.

Recognising its people as its greatest asset, Singapore has heavily invested in education and talent development. The education system, known for its high standards, focuses on skills relevant to the global economy, producing a highly skilled and competitive workforce. These actions resulted in Singaporean residents seeing their median income rise by 43 per cent in the last two decades—a huge difference if compared with the United States where the same measurements shows a modest eight per cent rise.  

Investment in world-class infrastructure, including transportation networks, ports, telecommunications, and utilities, has supported economic activity, enhanced connectivity, and improved the quality of life for residents.

This comprehensive infrastructure development is thus a cornerstone of Singapore’s growth and no slowing down is seen on the horizon. For example, this spring a new Digital Infrastructure Act was announced in order to further enhance the resilience and security of digital infrastructure and services.

Technology & Innovation

Additionally, a strong emphasis on innovation and technology adoption drives Singapore’s economic growth. The establishment of research institutes, technology parks, and incentives for research and development has positioned Singapore at the forefront of technological advancements through its RIE (Research, Innovation and Enterprise) five-year plans. RIE 2025’s budget, the third such cycle, has totalled around 25 billion US dollars per year, equal to one per cent of Singapore’s GDP and is proof of the sustained long-term commitment to R&D.

By diversifying its economy beyond traditional sectors like shipping and manufacturing to include finance, technology, biotechnology, tourism and many others as stated by the Singaporean Economic Development Board, Singapore has reduced its reliance on any single industry.

This diversification enhances resilience to economic shocks. Despite its diverse population, Singapore has managed to foster social cohesion and harmony through inclusive policies, respect for diversity, and efforts to promote a national identity. This social stability is essential for sustained economic development.

Renowned for its efficient urban planning, Singapore has transformed from a congested city with slums into a modern metropolis with more than 40 per cent of land area covered in green spaces, high-quality housing, and efficient public transportation. This proactive approach has significantly improved living standards.

Furthermore, Singapore has demonstrated remarkable adaptability and resilience in the face of challenges, such as economic downturns, geopolitical uncertainties, and public health crises. The ability to quickly adjust policies and strategies has enabled Singapore to navigate crises and emerge stronger.

Lessons to be learnt

The lessons from Singapore’s development model are applicable, to various degrees, to CEE and globally. CEE nations have their own success story based on Euro-Atlantic integration, but at a time when updated models and new ideas could come in handy, Singapore could provide some inspiration.

These nations can learn from Singapore’s pragmatic decision-making, which focuses on practical, data-driven solutions rather than strict adherence to ideology. This flexibility allows for effective policy implementation and adaptation to changing circumstances. Emphasising long-term vision and planning, as seen in Singapore’s urban development and education reform, helps mitigate future challenges and sustain growth.

This approach is potentially beneficial for CEE countries seeking sustainable development in a way that mitigates distributional consequences.

Prioritising meritocracy and investing in education ensures a skilled workforce capable of driving innovation and economic progress. Central and Eastern European countries can replicate this by institutionally rewarding individuals based on abilities and effort, thus limiting one of the drivers of the brain-drain that has characterised CEE’s trajectory in the past two decades.

Leveraging partnerships between the public and private sectors drives economic development and infrastructure projects. Collaboration fosters innovation and efficiency, a strategy other nations can easily adopt, especially in CEE, where better management of public resources is much needed.

Embracing diversity and promoting social cohesion can lead to a stronger and more resilient society. Singapore’s success in managing a diverse population offers valuable insights for other countries, especially in CEE, where migration will slowly but surely become a reality. Commitment to open markets, free trade, and business-friendly policies attracts foreign investment and becomes a boost for economic growth. Maintaining a stable and transparent regulatory environment is crucial for business confidence.

Clean government

Staying ahead in the global technological race requires investment in research and development, promoting entrepreneurship, and embracing emerging technologies. This is essential for global competitiveness. Transparency, accountability, and a strong rule of law build trust in institutions and foster investor confidence. Singapore’s efficient and clean government serves as a model in this regard, particularly in a region that has struggled so much with corruption and rule of law issues.

Providing comprehensive social welfare programmes and affordable housing ensures a decent standard of living and addresses income inequality. Singapore’s approach can guide other nations in this area, as the model of a small state exposes its limits and housing affordability becomes an increasing concern for the youth. 

Balancing economic development with environmental preservation is crucial for long-term prosperity. Singapore’s initiatives in water conservation, waste management, and green technology adoption offer valuable lessons to CEE leaders who are more concerned with short-term green backlash.

By adapting elements of the Singapore model to their own contexts, CEE countries can achieve sustainable development, foster inclusive growth, and improve the well-being of their citizens.

While each country has unique challenges, the principles underlying Singapore’s success can provide a roadmap for transformation. CEE is at a time in its evolution where it can allow itself some experimentation, so why not look at the best examples?

Radu Magdin

Radu Magdin

Strategic communications analyst, consultant and former prime ministerial advisor in Romania and Moldova.

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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.
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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.
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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.
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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.