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Assembly required

There's no replacement for listening to voters

November 13, 2025

8 min read

November 13, 2025

8 min read

Photo: Dreamstime.

The Swiss vote roughly four times a year. Between 1995 and 2005, they trudged to the polls (or posted their ballots) 31 times to answer 103 federal questions—never mind the cantonal and municipal referenda piling up alongside. Turnout, however, now languishes around 47 per cent, among the worst in Western Europe. When offered more chances to participate, why do citizens increasingly shrug their shoulders?

Governments worldwide are falling over themselves to ‘reinvent’ democracy through participation. Taiwan has algorithmic consensus-building. Ireland convenes citizens’ assemblies. Paris does participatory budgeting. Estonia lets you vote from your laptop. The pitch always sounds marvellous—democracy 2.0 will heal fractured politics, restore institutional trust, transform passive subjects into engaged citizens. But what if this is mostly an expensive way to avoid the harder task of governing competently?

Taiwan’s clever algorithm

Taiwan’s vTaiwan platform, launched in 2015, deploys Polis software to find consensus in divided communities. The logic is elegant: instead of letting online forums devolve into shouting matches, Polis visualises where agreement exists and surfaces statements that bridge divides. When Uber tried muscling into Taiwan’s taxi market in 2015, vTaiwan corralled 4,000 participants into crafting regulations that kept both taxi drivers and tech evangelists mostly happy. The government duly adopted the recommendations.

Sounds marvellous, except vTaiwan’s shine wore off rather quickly. The platform’s complexity and tech-first approach put people off; simpler alternatives like Join grabbed market share. Covid-19 killed the face-to-face meetings that made the whole thing work, and participation fell. Turns out digital democracy demands sustained volunteer effort, technical literacy, and bottomless enthusiasm—commodities governments overestimate.

vTaiwan has since retreated to safer ground: AI ethics discussions and collaborations with outfits like OpenAI. Policy recommendations remain non-binding, naturally. The platform now thrives on abstract technology policy rather than prosaic governance—a tacit admission that citizen engagement works best when sufficiently removed from anything concrete.

The Irish exception

Ireland offers a brighter story, though it cuts both ways. The 2016-17 Citizens’ Assembly—99 randomly selected citizens—spent five sessions deliberating on abortion, hearing from experts and wading through submissions. When a landmark abortion referendum came in 2018, 66.4 per cent voted to repeal the Eighth Amendment and allow the interruption of pregnancies. Remarkable in a historically Catholic country.

Even more remarkable is that the Citizens’ Assembly had recommended that 64 per cent favoured ‘terminations without restrictions’, nearly identical to the referendum result. So much for the notion that informed deliberation inflames rather than resolves divisions. Politicians who’d spent decades dodging the abortion question suddenly had cover to act.

But there’s a catch. In 2024, Irish voters delivered the government its largest-ever referendum defeat—67 per cent and 74 per cent rejecting proposals on family roles—after politicians watered down what the Citizens’ Assembly recommended. The lesson writes itself. Citizens’ assemblies work brilliantly when governments implement what citizens recommend. Treat them as expensive focus groups to be selectively mined for convenient bits, and you breed cynicism faster than traditional politics ever could.

Porto Alegre’s rise and fall

Porto Alegre in Brazil pioneered participatory budgeting in 1989, letting residents allocate roughly half the municipal budget through neighbourhood assemblies. The early results looked transformative. Between 1988 and 1997, sewer and water connections jumped from 75 to 98 per cent of households. New public housing units sheltered 1,700 people in 1986; by 1989 that figure was 27,000. Schools more than quadrupled. Participation exploded from 1,000 people in 1990 to 40,000 by 1999. Impressive.

Then politics did what politics does. After four Workers’ Party terms, the opposition took over and suddenly had other priorities. Funds allocated through citizen assemblies dwindled. Porto Alegre eventually suspended the programme entirely—the world’s most celebrated experiment in direct democracy withering in its birthplace. Political commitment proved essential; when it vanished, so did the programme.

Participatory budgeting has since spread to over 11,500 municipalities worldwide, though results vary wildly. Continuity depends on political will and resources; when either runs dry, the programmes get cancelled or neutered. There’s also participation fatigue—people who show up to get their street paved lose interest once the tarmac arrives. Democratic renewal can quickly devolve into competitive lobbying for local amenities. Sewage systems instead of tax breaks, but interest-group politics all the same.

The Swiss paradox

Switzerland runs the world’s most extensive experiment in citizen decision-making. Yet in October 2023’s federal election, only 47 per cent of eligible voters bothered—down from 81 per cent in 1933. On average, roughly a quarter of Swiss always vote, another quarter never do, and half pick and choose based on the issue.

Trust is eroding fast. For the first time, Swiss who distrust their government outnumber those who trust it, following some embarrassing calculation errors in pension forecasts. The government lost three major votes in 2024—motorways, pensions, more pensions. Direct democracy, it turns out, doesn’t prevent government cock-ups. It just provides more opportunities to punish them.

Some scholars reckon the Swiss are so satisfied they don’t feel the need to vote—a counterintuitive finding that challenges assumptions about participation. Perhaps maximal democracy breeds complacency rather than engagement. Or perhaps voting four times yearly on everything from motorway expansion to tenancy law simply exhausts people’s capacity for informed decision-making. Democratic overdose.

Estonia’s digital frontier

In March 2023, Estonia became the first country where over half the voters cast ballots online in a national election. The system, running since 2005, builds on mandatory digital ID cards that handle secure authentication and legally binding digital signatures. Estonia has built an internet-voting system widely trusted and used—nearly half of all votes now arrive electronically.

But security worries persist. International experts who poked around Estonia’s system in 2015 found “staggering gaps in procedural and operational security” and warned the system was wide open to cyberattacks that “could alter votes or leave election outcomes in dispute”. By 2024, distrust in e-voting hit 40 per cent following messy 2023 elections and unsubstantiated fraud claims from some political actors. The internet-voting process has become politicised—one party that discouraged online voting (and predictably trailed in the online count) challenged the whole thing in court. Sound familiar?

Studies show internet voting hasn’t boosted turnout where voting was already easy, nor has it created digital divides. It’s just a more convenient delivery mechanism for democracy. Useful, perhaps. Transformative? Hardly. Making voting easier doesn’t address why citizens tune out in the first place.

The listening problem

Direct democracy mechanisms work when governments commit to implementing what emerges (Ireland’s abortion referendum), when political will sustains the institutions (Porto Alegre’s early years), and when citizens trust the system stays secure (Taiwan’s early vTaiwan). They fail when politicians water down recommendations (Ireland’s 2024 disaster), when political priorities shift (Porto Alegre’s collapse), or when security and fairness get questioned (Estonia’s polarisation).

The real problem isn’t insufficient participation channels. It’s insufficient responsiveness to participation that already occurs. Representative democracy’s crisis isn’t that citizens lack chances to make their voices heard. It’s that when they speak—through elections, protests, surveys, traditional lobbying—governments don’t listen, or listen only to those with money and connections.

Even successful participatory budgeting in Porto Alegre lacked mechanisms for getting citizens, especially the poor, into long-term city planning. The initiatives worked brilliantly for small-scale, community decisions—where to build a park, which streets to pave. But they couldn’t give citizens meaningful say over strategic choices: urban development, fiscal policy, economic planning.

Participation theatre

Creating more participation mechanisms without fixing underlying responsiveness produces what might be called ‘participation theatre’—elaborate consultative processes that look like citizen power whilst leaving real decision-making untouched. A World Bank study of 253 Brazilian municipalities found those with participatory budgeting collect 39 per cent more local taxes than similar places without it. So these mechanisms work partly by making citizens more willing to fund government, not necessarily by making government more accountable.

Both Ireland’s Constitutional Convention and Citizens’ Assembly called for direct democracy mechanisms like citizens’ initiatives—69-83 per cent support. Nothing, however, happened. Governments love consultative processes they control but like far less the binding mechanisms that transfer real power.

The fashionable reinvention of democracy through participation risks becoming expensive distraction. It costs money to run citizens’ assemblies, maintain digital platforms, organise participatory budgets. It demands time from citizens already stretched thin. And it often produces recommendations that governments water down or ignore.

True democratic reinvention would be simpler and harder: governments that implement what citizens clearly want, respond swiftly to obvious problems, and deliver competent administration. Swiss political scientist Martina Mousson reckons broader alliances behind projects increase the odds of reform success—in other words, old-fashioned coalition-building and compromise.

The Swiss vote themselves hoarse and turnout falls. Taiwan builds clever consensus algorithms and engagement wanes. Porto Alegre shows what’s possible, then dismantles it. Ireland proves citizens’ assemblies work—when politicians follow through.

Maybe the lesson isn’t that democracy needs reinvention through participation. Maybe democracy needs governments capable of listening to the participation that already exists.

The real question isn’t how to get citizens participating more. It’s why governments consistently ignore the clear signals citizens already send. Adding more channels whilst ignoring those signals isn’t reinvention. It’s just more noise.

Photo: Dreamstime.

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis 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.

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