Tusk emboldened
Prague populists
parallax background

All quiet on the Eastern front?

In Romania, a long election cycle has only just begun

June 11, 2024

6 min read

June 11, 2024

6 min read

Romania’s super-electoral year started on Sunday with European Parliament and local elections. The country awaits its presidential and national parliamentary elections in the autumn.

Two things appeared confirmed as this election round ended. Firstly, Romania is not vulnerable to Russian propaganda and the rise of extremist parties, given an overwhelming majority of 53 per cent for the ruling coalition of Socialists and Democrats (S&D) and European People’s party (EPP) members—the Social Democrats (PSD), and National Liberals (PNL).

Secondly, Romania can present itself as a tranquil island of political stability with the ruling alliance also ensuring a comfortable majority in local elections. Both conclusions would strengthen Romania’s position in the region, as a provider of security to neighbouring countries, and in negotiations for key portfolios in the EU.

Nevertheless, Romania’s external strength is threatened by an increasingly clear leadership gap. Leading political parties in Romania have exceptional organisational capacity but are not able to nominate suitable candidates.

Why no rise of extremist parties in Romania?

Romanian society showed its resilience to Russian propaganda and disinformation, given the lower-than-expected scores of the far-right parties AUR and SOS (although both made the threshold that will see them take seats in Brussels and Strasbourg).

The Romanian public is not keen to support anti-European parties due to its highly favourable perception of the European Union, and the strategic partnership with the US and NATO. The historical threat of Russia has led to a rejection of the Kremlin’s propaganda in general. A great deal of credit for this societal resilience is due to the ample and sophisticated public awareness and countering disinformation campaigns led by media and civic actors.

In contrast, the resilience of mainstream parties is derived from their organisational and mobilisation expertise. The cartelisation of the political parties in Romania has for decades prevented the rise of fringe or extreme right parties, to the level found in other EU member states.

Given its stability in power and lack of opposition, this ruling coalition has exerted control over public resources. It has engaged in a series of budgetary expenses that have led to a doubling of its public deficit, to both a historical level and the second highest in the EU. This allowed ruling political actors to maintain control over their local organisations, through budgetary clientelism. As this electoral mobilisation strategy is costly, and the budgetary space is shrinking, it is unclear the extent to which it will hold in time.

Why no more political instability?

There has been a very close cooperation between the leaders of the major ruling political parties in Romania—Marcel Ciolacu (PSD) and Nicolae Ciucă (PNL). They have alternated in office as prime ministers and have tried their best to pursue an alliance platform for the elections this year, with a single candidate for city halls, and a single candidate for presidential office.

Their goal was political stability for the country and their platforms. This strategy has failed, given large incompatibilities ranging from the political organisations to the electorate and policy preferences (such as fiscal policy). Running on joint lists for the European Parliament and county councils, they together gained comfortable majorities. With separate candidates for city halls, they lost major cities, such as Bucharest or Timișoara, in favour of candidates from much smaller parties, alliances or even independents. Over half of the voting population in Romania now favours independent candidates.

The political scores of the two governing parties are relatively close, as the Social Democrats have a total score of 35 per cent and National Liberals of 28 per cent. As such, both party leaders have now announced that they have presidential aspirations, strongly pushed forward by their political apparatus.

As the president in Romania directly controls the appointment of secret service leaders, he (or she) exerts an enormous amount of informal power outside the formal lines of a semi-presidential republic. That is why it is unimaginable that the incumbent government can survive in its current form without a presidential ally. However, should both members of the coalition field a candidate its survival must be brought into question.

The outgoing president, Klaus Iohannis, has been the architect of the current governing coalition, but after his two terms in office, he is trying to leverage an unrealistic bid for NATO secretary general for an important role in the EU. He is probably looking towards the new Defence Commissioner portfolio if it does not land with the Polish Foreign Affairs Minister Radosław Sikorski.

Finally, the results of local elections this Sunday in Romania have shown once more, the internal divides between the metropolitan area of Bucharest, and the rest of the country. Political preferences not only show divides between urban and rural populations but also between segments that are at the very extreme ends of the welfare and income spectrum.

With the rich getting richer and the poor poorer, Romania demonstrates an impoverished majority susceptible to old-school political mobilisation, and a reactive, civically minded urban public, heavily concerned with checks and balances and the quality of governance. Thus, social and political polarisation is growing in this country too.

Romania’s (geo)political ambitions

The Romanian public, more even than its politicians, is hungry for geopolitical relevance. There is an acute sense of threat, but also of solidarity with neighbouring countries, since the start of the war in Ukraine.

This feeling of historical opportunity comes in contrast to historical frustrations of East-West divides in the EU, with the feeling of being treated as second-class citizens amongst the almost six million Romanians living in the West, and with the sense of being overlooked in key appointments in the EU.

The Romanian public is keen to embrace its role in the European Union and the Eastern Enlargement, in a context in which more and more of the Western public is reluctant towards both, given the rise of extremist parties in France, Netherlands or Germany.

Romania’s external aspirations will have to come with a cleaning of the house internally, and a much clearer vision by political elites for the future of the country they want to run. Its internal affairs need to be the foundation of its external projection of power. If the new European Commission will still have to be geopolitical in its approach, so will Romania’s next president.

Clara Volintiru

Clara Volintiru

Clara Volintiru is regional director, Black Sea Trust, German Marshall Fund of the United States (GMF).

Share

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.