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The defence dividend

CEE's economies are slowing, but war is changing how they grow

October 22, 2025

7 min read

October 22, 2025

7 min read

Photo: Dreamstime.

Central and Eastern Europe has become adept at defying expectations. Whilst the euro area splutters along at less than one per cent growth, the European Union’s eleven central and eastern members are projected to expand by 2.2 per cent in 2025 and 2.6 per cent in 2026, according to the latest autumn forecast from the Vienna Institute for International Economic Studies (wiiw).

Not spectacular, perhaps, but considerably better than their richer western cousins.

However, the picture is far from uniform. Poland remains the regional champion, maintaining a steady 3.5 per cent growth rate through both 2025 and 2026. Croatia and Bulgaria are close behind at around three per cent. Romania, by contrast, has stumbled badly. Its economy is forecast to limp along at just 0.8 per cent growth in 2025 and 1.2 per cent in 2026—a dramatic deterioration that puts it alongside Germany in the European doldrums. High budget deficits and domestic mismanagement are the culprits.

The most intriguing development, however, lies not in the headline figures but in what is driving them. The region’s economic model is undergoing a fundamental shift. “While private consumption has been the main driver of growth in the EU member states of Central Eastern Europe to date, we expect investment by private companies and the public sector to gain in importance, in view of cooling real wage growth,” says Richard Grieveson, wiiw’s deputy director and lead author of the forecast.

Guns and growth

Defence spending, that most unproductive of economic activities, is paradoxically providing a fillip. The sharp rise in military expenditure among NATO countries in the region is expected to add 0.2 to 0.3 percentage points to annual GDP growth in the coming years. Poland and the Baltic states, unsurprisingly keen to bolster their arsenals given their proximity to Russia, could benefit even more.

This is not merely about buying foreign weapons. “Eastern Europeans will gain economically from Europe’s rearmament, as they have traditionally possessed a strong defence industry. This could help them modernise their industrial base and successfully navigate the transformation towards an innovation-driven growth model,” Grieveson explains. Poland, Czechia and others retain substantial military-industrial capacity from their Warsaw Pact days. Modern Western orders could breathe new life into ageing factories.

The Western Balkans continue to punch above their weight, with average growth of 2.5 per cent expected in 2025 and 3.4 per cent in 2026, though Serbia will see a sharp deceleration in 2025. Türkiye, despite its chronic inflation (expected to remain at 35 per cent in 2025 before falling to 24 per cent in 2026), will expand by 3.4 per cent this year and 3.9 per cent next.

The invisible war

Two substantial clouds darken the forecast. First, fiscal incontinence. Romania, Hungary, Poland and Slovakia all face uncomfortably large budget deficits. Romania’s shortfall is projected at 8.3 per cent of GDP in 2025, Hungary’s at 4.9 per cent, Poland’s at 6.9 per cent and Slovakia’s at 4.9 per cent. Rising interest rates on government bonds and EU fiscal rules are forcing austerity upon reluctant governments. Such belt-tightening will inevitably dampen growth.

The second risk is more sinister. Russia is conducting what amounts to an undeclared war against its neighbours through hybrid means. “Drone overflights, cyber attacks and attacks in the EU and NATO member states of Eastern Europe are creating uncertainty and are, of course, deterring investors. This is disastrous for business sentiment. Actually, these countries are already engaged in an invisible war with Russia, which could—sooner or later—have a negative impact on their economies as well,” warns Grieveson.

Ukraine’s endurance test

Ukraine itself, predictably, presents the bleakest picture. wiiw forecasts growth of just two per cent in 2025—down 0.5 percentage points from its summer projection—and three per cent in 2026, a full percentage point lower than previously expected. The main reason is grimly simple: the institute now assumes the war will drag on until 2027, much longer than earlier hopes suggested.

Agricultural exports, a crucial foreign-exchange earner, fell by around nine per cent in dollar terms between January and July 2025 following last year’s poor harvest. Whilst this year’s harvest looks better, the damage has been done. More worrying still is Russia’s systematic destruction of Ukraine’s infrastructure through air strikes.

“The ever-increasing destruction of Ukraine’s infrastructure by heavy Russian air strikes and the rampant labour shortage due to mobilisation and emigration are dampening the country’s growth prospects,” notes Olga Pindyuk, wiiw’s Ukraine expert.

The coming winter presents a particularly acute threat. “If Russia succeeds in causing widespread power and gas supply blackouts in Ukraine, this will lead to a further wave of emigration, which in turn will have further negative consequences for the economy,” Pindyuk warns. Ukraine’s workforce has already been hollowed out by men mobilised into the armed forces and families fleeing abroad. Another exodus would be devastating.

Russia’s economic malaise

Meanwhile, the aggressor state is discovering that waging war is expensive. After two surprisingly strong years, Russia’s economy is heading for near-stagnation. Growth is forecast at just 1.2 per cent in 2025—down from 4.3 per cent in 2024—and 1.4 per cent in 2026. The country narrowly avoided a technical recession in the first two quarters of this year. Industrial production grew by a mere 0.8 per cent in the first eight months of 2025, sustained almost entirely by arms manufacturing.

“The main reason for the slump in growth is the Russian Central Bank’s overly restrictive monetary policy. Although it has reduced inflation significantly, it has also stifled the economy by making loans unaffordable,” explains Vasily Astrov, wiiw’s Russia expert. Inflation has indeed fallen to around four per cent on an annualised basis, prompting the central bank to lower its key interest rate slightly. But at 17 per cent, borrowing costs remain punishingly high.

Lower oil prices have compounded Russia’s troubles, reducing export revenues. More fundamentally, the economy is operating at full capacity in many sectors. “New growth would require investment in greater productivity. However, this is stagnating. Investment in new machinery and equipment, which is normally the biggest driver of modernisation and productivity gains, has stabilised at the relatively low pre-war level of 2021,” Astrov points out.

Even Russia’s government, never particularly fastidious about deficits, is being forced into austerity. With a shortfall of 2.5 per cent of GDP—the largest since the Covid-19 pandemic—and able to borrow only domestically, the Kremlin is raising taxes on personal income and corporate profits. Value-added tax will rise in 2026, and military spending is to be cut by six billion euros, or 0.3 percentage points of GDP. “Declining government spending and tax increases will of course also slow growth,” Astrov observes.

An uneven landscape

Eastern Europe’s economic landscape in 2025–26 will thus be one of stark contrasts. The region as a whole continues to outperform western Europe, underpinned by strong fundamentals and increasingly by defence-related investment. But individual countries face wildly different prospects. Poland thrives. Romania stumbles. Ukraine endures. Russia stagnates.

The shift from consumption-led to investment-driven growth represents a maturation of the region’s economic model—one that could prove more sustainable in the long run. Defence spending, for all its grim origins, may indeed help modernise industrial bases.

But fiscal discipline will be required, and Russia’s hybrid warfare poses an unpredictable threat. For eastern Europe, catching up with the West remains a marathon, not a sprint. And the course keeps getting more complicated.

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.