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The immoveable Viktor Orbán

Hungarian PM's regime remains entrenched

June 10, 2024

7 min read

June 10, 2024

7 min read

Photo: Viktor Orbán arriving a meeting of the European Council earlier this year. © European Union.

While the European Parliament election results caused domestic political earthquakes in countries like France or Germany through the strong performance of radical right parties such as the Rassemblement National (RN) in France or the AfD in Germany, in Hungary, ruled for 14 years by Prime Minister Viktor Orbán’s radical-right Fidesz party, the disruption to his semi-authoritarian rule came from the political centre.

The emergence of the Respect and Freedom party (Tisza) of former Fidesz bureaucrat Péter Magyar, husband of former Justice Minister Judit Varga, in less than four months since February sent shockwaves through the Hungarian party system.

Capitalising on the political opportunity created by the clemency scandal of a convicted pedophile accomplice in January-February 2024, which led to the resignation of former Hungarian President Katalin Novák and Fidesz’s top candidate for the European Parliament elections, Judit Varga, Péter Magyar successfully created a new anti-regime movement and party focused on centre-right, middle-class voters and pursuing a strong anti-corruption narrative.

While the rising popularity of Magyar’s Tisza party was widely perceived as a serious threat to Fidesz and the Orbán regime, in light of the election results one could rather conclude that Magyar instead wiped out Hungary’s existing opposition.

Fidesz received 44.72 per cent of the votes cast (7.86 per cent less than in 2019) and secured 11 European Parliament mandates, two MEPs fewer than in 2019. But while these losses for Fidesz are widely perceived as a sign of declining popular support in Hungarian society, this conclusion is actually unfounded. The incumbent party actually received almost 200,000 more votes than five years ago, but due to the record high voter turnout (59.36 per cent vs. 43.48 per cent five years ago), Fidesz’s relative support plummeted.

Tisza, a newcomer party, won 29.63 per cent and 1.34 million votes with a campaign largely focused on domestic politics and the desired regime change, resulting in seven seats in the European Parliament. This came at the expense of the liberal Momentum party, a Renew Europe member that previously held two seats, which was wiped out of the European Parliament, and the joint list of progressive-left parties led by former Prime Minister Ferenc Gyurcsány’s Democratic Coalition, which was effectively halved, achieving only 8.09 per cent and gaining two seats, compared to 16.05 per cent and four seats in 2019.

These results show that the overwhelming majority of voters supporting Péter Magyar’s party came from the core opposition electorate, and only a minority of them are previously undecided or Fidesz voters.

The share of the far-right being largely unaltered, the party Our Homeland achieving one European Parliament mandate just as Jobbik did in 2019, it is fair to conclude that there was a slight shift in the relative support of parties from Fidesz to the new Tisza party, mainly due to the higher mobilisation and turnout and at the expense of the traditional Hungarian opposition parties.

These results certainly did not shake the stability of Fidesz rule. The 2024 Hungarian European Parliament elections made it clear however that Péter Magyar and his Tisza party will be PM Orbán’s main challenger at the 2026 general elections, if the party successfully masters the institutionalisation challenges it will face in the foreseeable future.

The election results will also serve as a wake-up call for Fidesz to further consolidate or expand its electoral base in response to the challenge posed by Magyar. Orbán may have both the resources and the time to adapt to the new political realities. He is certainly not the winner of this election, but neither is he the loser. The winner is Péter Magyar, while the loser is Hungary’s traditional opposition.

European party tango

Except for the clear demand to join the European Public Prosecutor’s Office, initially the European and foreign policy agenda of Tisza did not differ much from the talking points of Fidesz, advocating a Europe of nations, distancing itself from support for Ukraine and talking about the need for immediate piece with Russia.

This started to change in the last days of the campaign, probably not independently from the ongoing talks between Manfred Weber and Péter Magyar about the future European People’s party (EPP)-membership of Tisza. Respect and Freedom joining the European People’s party would have strategic advantages for both sides. Péter Magyar would be able to claim that his party, and not Fidesz, is the true representative of European conservatism in Hungary, with Tisza able to occupy the former place of Fidesz in the EPP.

For Weber, the odd situation of the EPP not having a proper Hungarian member party would finally be over, and the additional seven Tisza MEPs could further increase the number of EPP seats. However, the former anti-Ukrainian position of Tisza is clearly incompatible with the EPP line, so the admission of Tisza to the largest European party family could also have significant positive impact on the Europeanisation of its policy positions as well.

Fidesz’s prospective membership in the European Conservatives and Reformists (ECR) group, led by Giorgia Meloni’s Fratelli d’Italia, appeared to be a rather smooth, if not entirely certain deal before the European Parliament elections. The election results may have a minimal impact on the accession process; a weaker Fidesz is even a more comfortable partner for Meloni than a strong, self-confident one, which is even harder to keep under control.

However, the dissolution of the French National Assembly and the upcoming snap elections, which could easily lead to a French government led by Jordan Bardella and a cohabitation between the Rassemblement National (RN) and Emmanuel Macron, will put any other moves by the European radical right on the back burner. The possible entry of the RN into government could significantly influence the composition of the European radical right. Until this question is settled, it is unlikely that Fidesz’s ECR membership could enjoy much attention and priority.

Hungary’s municipal elections

Parallel to the European Parliament elections, Hungary also held local elections on June 9. These showed a slightly different dynamic in the relative absence of Péter Magyar’s Tisza Party, which was unable to field a significant number of local candidates outside Budapest due to lack of time.

As for the larger cities outside Budapest, the opposition and independent candidates largely repeated their 2019 success, capturing 11 of the country’s 23 larger cities. The big open question is the future leadership of Budapest, both in terms of the person of the mayor and the work of the City Council. The incumbent mayor of Budapest, Gergely Karácsony, won by only 324 votes against Dávid Vitézy, the supposedly independent candidate nominated by the Green Party LMP, but ultimately also supported by Fidesz.

A recount of the votes seems certain, which could also affect the election result. As far as the composition of the Budapest City Council is concerned, the results created a tie or Mexican standoff between Fidesz, the Tisza party (each with 10 representatives in the council), the opposition coalition (seven representatives), the Vitézy list (three mandates) and the alternative Two-Tailed Dog party (three mandates).

Regardless of the outcome of the mayoral race, neither Karácsony nor Vitézy can expect a majority in the City Council, with Tisza largely playing the role of kingmaker. This stalemate certainly means the end of opposition-dominated local politics in Budapest. Whether it will be replaced by rational compromise among the political factions in the City Council or paralysing chaos remains to be seen. In any case, the removal of Karácsony or the deprivation of his ability to govern the city effectively is a clear victory for Fidesz.

Photo: Viktor Orbán arriving a meeting of the European Council earlier this year. © European Union.

Daniel Hegedüs

Daniel Hegedüs

Daniel Hegedüs is a senior fellow at the German Marshall Fund of the United States.

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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.