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The EU is losing patience with Hungary

There are signs that that Brussels is ready to get serious with Viktor Orbán

July 25, 2024

6 min read

July 25, 2024

6 min read

The European Union is nothing if not a behemoth of bureaucracy and compromise. It is not easily riled. It takes a lot to push the bloc to the edge of its diplomatic patience.

However, Hungary, under the leadership of Viktor Orbán, seems to be testing these limits with alarming frequency and intensity.

When Hungary assumed the rotating six-month presidency of the Council of the EU at the beginning of July, it created a paradox of epic proportions. It was akin to appointing a fox to oversee a henhouse. Orbán, with his increasingly autocratic tendencies and habitual flouting of EU norms, is now at the helm of an institution he appears to hold in contempt.  

Furthermore, the presidency is not just symbolic; it puts Hungary in a position to influence the EU’s agenda and wield considerable soft power.  

The narrative is wearing thin 

Hungary’s opposition to much of the EU’s agenda has rarely been subtle. It is stark. Orbán’s government has consistently clashed with Brussels over issues ranging from judicial independence and media freedom to anti-LGBT+ laws and corruption. Most recently, Hungary has been a thorn in the EU’s side over its support for Ukraine, consistently blocking resolutions and even funding for Kyiv. 

These disputes have led to Hungary regularly being branded as the EU’s problem child. The situation escalated in 2022 when the EU froze billions of euros in funds allocated to Hungary due to concerns over corruption and the rule of law. 

Some of this funding was released in December 2023 after the European Commission declared that Hungary could start claiming reimbursements on projects worth up to 10.2 billion euros after finding it had fulfilled conditions regarding the independence of its judiciary. 

Additional EU funds totaling almost 12 billion euros and further billions in Covid-19 recovery aid remain blocked because breaches “in the areas of public procurement, prosecutorial action, conflict of interest, the fight against corruption and public interest trusts” were not addressed, according to the Commission.  

“Overall,” the commission said in December, “the funding that remains locked for Hungary amounts to around 21 billion euros.” 

‘A symbolic signal’ 

Orbán’s response has been predictable: a mix of defiance and victimhood. He portrays Hungary as a lone defender of national sovereignty against an overreaching EU. However, this narrative is wearing thin, both domestically and internationally. 

This week, the EU took the unprecedented step of stripping Hungary of the right to host the next meeting of foreign and defence ministers over its stance on the war in Ukraine. Originally set to be held in Budapest, the meetings will now take place in Brussels. 

The move follows a meeting Orbán held with Russian President Vladimir Putin in Moscow earlier this month. While Orbán called the trip a “peace mission”, European Commission President Ursula von der Leyen described it as “nothing but an appeasement mission”, with the EU’s outgoing foreign policy chief, Josep Borell, saying that Orbán’s actions should have “consequences” and that “we have to send a signal, even if it is a symbolic signal”. 

Borell also took the opportunity to denounce Hungary’s ongoing veto of the EU’s military assistance for Ukraine, which currently affects 6.6 billion euros in reimbursements. 

Hungary responded by describing the move as “completely childish”. 

A creaking economy 

Hungary’s economy is feeling the pinch of its estrangement from the EUand its poor performance in recent years has arguably hit conservative Hungarians— Orbán’s core support—hardest.  

Energy subsidies which have provided Hungarians with some of Europe’s cheapest gas and electricity have kept most onside, but recent years have seen the Hungarian forint undergo significant depreciation, affecting the cost of imports and contributing to inflationary pressures.  

High inflation rates—although now far lower than their peak of 17.5 per cent in early 2023—have eroded purchasing power, impacting everyday Hungarians more than Orbán would have liked.  

There are also grumblings from small businesses, less than pleased at the way Orbán’s government has prioritised FDI from major global corporations, including giants in the automotive industry such as Audi, BMW, and Mercedes-Benz. These investments have been heralded as major victories for Orbán’s party Fidesz, promising job creation and economic stimulation, and serving as proof that his self-confessed illiberal social policies are no barrier to investment.  

The government’s FDI strategy has included offering generous tax incentives, creating favourable investment conditions, and emphasising Hungary’s strategic location in Central Europe as an asset for logistical operations. Broadly, the strategy has worked. However, despite these investments, Hungary’s economic growth has been uneven and, by several measures, underwhelming when compared to its Central and Eastern European peers – not least neighbouring Romania. 

According to BNP Paribas, a bank, “Hungary has one of the worst performing economies in the region”. GDP fell by 0.9 per cent in 2023. The Organisation for Economic Co-operation and Development (OECD) expects a slight recovery this year, to 2.4 per cent, but in a recent report warned that the pace of disinflation, future energy prices, and the delivery of EU funds dependent on further reforms pose risks to the outlook. 

Oil row 

Moreover, Hungary’s reliance on Russian energy has further complicated its economic landscape. While the rest of Europe scrambles to diversify its energy sources in response to the Ukraine crisis, Hungary remains tethered to Moscow. This dependency not only undermines EU solidarity but also leaves Hungary vulnerable to geopolitical shocks. 

Last month, Kyiv adopted sanctions blocking the transit to Central Europe of crude oil sold by Moscow’s largest private oil firm, Lukoil, sparking fears of supply shortages in Budapest. Hungary relies on Moscow for 70 per cent of its oil imports—and on Lukoil for half that amount. 

Ironically, Hungary now wants the EU to intervene on its behalf. 

“Ukraine’s decision fundamentally threatens the security of supply in Hungary,” the country’s Foreign Minister Péter Szijjártó said on Monday at a meeting of EU envoys in Brussels.  

“This is an unacceptable step on the part of Ukraine, a country that wants to be a member of the European Union, and with a single decision puts the oil supply in danger.” 

Slovakia has also said that could be affected by Ukraine’s partial ban on Russian crude exports passing through the country. Moscow accounted for 88 per cent of Slovakia’s oil imports in 2023. 

Perhaps Szijjártó could bring some oil back in his luggage from one of his regular trips to Moscow.

Photo: © European Union.

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.