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Tusk emboldened

The once all-powerful Law and Justice party has lost its first election in a decade

June 11, 2024

6 min read

June 11, 2024

6 min read

The Civic Coalition of Prime Minister Donald Tusk will be sending 21 MEPs to Brussels following the weekend’s European elections, out of Poland’s total of 53. The Civic Coalition won a clear victory on June 9, ending a decade of uninterrupted electoral wins for the right-wing nationalist Law and Justice (PiS) party, which ruled Poland from 2015 to 2023.

With six more seats than it won in 2019, Civic Coalition will strengthen European People’s party (EPP) group, while its victory also demonstrated its clear advantage over its government coalition partners: the centre-right Third Way and the Left. Third Way (Polska 2050+PSL) received 6.91 per cent of the vote, translating to three seats, joining the Renew group, while the Left garnered 6.30 per cent, also resulting in three seats, joining the S&D group.

The three groups formed Poland’s current government following national parliamentary elections late last year.

For PiS, defeat. Since 2014, the party had garnered the most votes in 10 consecutive elections—local, parliamentary, presidential, and European. At the weekend, PiS obtained 36.16 per cent of the vote, over nine percentage points less than in the previous European elections (45.38 per cent). It gives PiS 20 seats in the European Parliament, seven fewer than in the previous term. PiS MEPs will nevertheless strengthen the European Conservatives and Reformists group.

The far right is also gaining strength in Poland. The Confederation received 12.08 per cent of the vote, securing six seats. In the previous elections, it did not enter the European Parliament, while in the 2014-19 term, it had just two MEPs. The far right achieved a significantly better result in the European elections than in the parliamentary elections, where it received 7.16 per cent of the vote. In the European Parliament, it will likely join the Identity and Democracy (ID) group, a new far-right formation, or remain unaffiliated with any political group.

Voter turnout was 40 per cent, five percentage points lower than in 2019 and significantly lower than the historically high turnout in the October 2023 parliamentary elections, which stood at 74.38 per cent.

The youngest voters were the least enthusiastic. Of those aged 18-29, only one in four cast their ballots. In the 2023 parliamentary elections, 70 per cent of this age group voted. Among voters over 50, nearly one in two eligible voters participated in the European elections.

Among the young, the far-right eurosceptic Confederation was the most popular party, followed by the pro-EU Civic Platform. The oldest voters, over 60, prefer PiS, with the Civic Platform in second place. The dominance of older voters in the turnout reinforces the over-twenty-year ‘duopoly’ of Donald Tusk and Jarosław Kaczyński’s parties in Polish politics.

A strengthened Tusk

Liberal parties, the centre-right, and the left combined took 51.8 per cent of the vote. Parties considered far-right in Western Europe, PiS and Confederation, together received 48 perc pent. The eurosceptic right successfully mobilizes voters around issues of security and migration, aided by current events in the country.

The election campaign in Poland, as in most countries, was nationally focused. In the week before the elections, the public debate was dominated and public opinion divided by the issue of state actions at the border with Belarus. Public opinion was shaken by the news of the death of a 21-year-old soldier, stabbed in the chest by a migrant through a border barrier. The media also reported that the prosecutor’s office was investigating soldiers who allegedly fired warning shots towards migrants.

Since 2021, Belarus and Russia have enabled a migration route to the EU through Belarus as a form of destabilising Europe. Poland’s response, de facto accepted by the EU, has been to militarise the border and carry out pushbacks of migrants, which are against international law.

The end of the European Parliament campaign signals the beginning of the unofficial presidential election campaign, set to take place next year. That election will determine the Tusk’s government’s ability to govern effectively. Currently, the government is often blocked by the threat of a veto from President Andrzej Duda, who will not be able to run for re-election.

The European elections will further strengthen the Civic Platform and Prime Minister Tusk within the government. This may intensify already evident conflicts within the coalition over issues such as abortion liberalisation and social policy. Snap elections are highly unlikely, as Tusk could form a new government only by creating a diverse ‘pro-democracy’ coalition.

Not everyone at PiS will be disappointed

At PiS, former Prime Minister Mateusz Morawiecki can be pleased, as his associates won many seats in the European Parliament over the party’s ‘old guard’. This reinforces his claim to the political succession after Kaczyński steps down, although the party’s founder is still very much active in politics.

Some important PiS politicians, who feared accountability for the abuse of office, will find refuge in the European Parliament. Among them are Mariusz Kamiński and Maciej Wąsik, who were pardoned by President Duda for abuse of office during the first PiS government.

Daniel Obejatek, former CEO of PKN Orlen, the largest company in Central and Eastern Europe, will also enjoy MEP immunity. He has been avoiding appearances before a parliamentary investigative commission and the prosecutor’s office as a witness, hiding in Budapest, possibly fearing charges against him.

The Confederation will send its most controversial politician, Grzegorz Braun, to Brussels and Strasbourg. Braun gained global notoriety in December when he extinguished Hanukkah candles in the Polish parliament using a fire extinguisher. He is known for his anti-Semitic, anti-Ukrainian, and pro-Russian statements. Less exposure in Poland may help the Confederation soften its image domestically as a pro-low taxes, anti-immigration, younger generation party.

Overall, the outcome of the European elections in Poland will strengthen both the EPP and the far right in the European Parliament.

On the national level, it shows that Tusk’s party, after half a year in power, still enjoys significant support from its voters, despite not implementing any comprehensive reforms.

However, it is evident that PiS, despite being weakened, could potentially regain its losses in the future. The Left only wins in its metropolitan heartlands, while blue-collar workers prefer PiS or the Confederation.

What’s clear is that there is significant potential to engage young voters who do not want to vote for the far-right. However, the current parties seem unable to do so.

Anna Wójcik

Anna Wójcik

Anna Wójcik is a visiting 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.