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Cold facts, hot air

Across emerging Europe, soaring temperatures must serve as a call to action

April 19, 2024

8 min read

April 19, 2024

8 min read

Photo by JK Baseer on Unsplash.

It can’t go on, but it will. March 2024 saw much of Europe record its highest ever temperatures while globally March was the hottest on record and the tenth straight month of historic heat. 

Though cooler air (and possibly even some late spring snow) is currently making its way across much of Europe, April has so far seen the trend continue—Slovenia, Croatia and Bosnia and Herzergovina were just a few countries that have seen April temperatures top 30°C for the first time, according to Severe Weather Europe, which monitors weather extremes across the continent. 

That climate change is one of the most formidable challenges of our time should no longer come as a news to anyone—and its potential implications for economies across emerging Europe could be particularly severe unless mitigation and adaptation strategies essential for regional stability are put in place. 

From the Baltic states down to the Balkans, the region is experiencing significant climatic shifts. According to data from the European Environment Agency, the region has been witnessing not only increased temperatures, but also a rise in the frequency of extreme weather events, and varying precipitation patterns.  

These changes are not just meteorological footnotes but are poised to inflict substantial economic disruptions. 

Agriculture, the first victim 

Agriculture, a vital sector in so many of emerging Europe’s economies, is particularly susceptible to climate change and is the likely first victim.  

The region’s agricultural output is heavily dependent on rainfall and favourable temperatures. Studies, including those from the Intergovernmental Panel on Climate Change (IPCC), highlight that increased temperatures and altered precipitation patterns are likely to reduce crop yields significantly.  

For instance, Ukraine and Poland, both agricultural powerhouses, could experience yield declines in staple crops such as wheat and corn by up to 20 per cent by 2050 under moderate climate change scenarios. 

The economic ramifications of such agricultural disruptions are profound. Lower crop yields not only reduce agricultural output and increase food prices but also diminish export revenues that are crucial for these economies—the impact of a reduction in Ukrainian grain exports has already been demonstrated by Russia’s blockade of Black Sea shipping in the early months of its war on the country.  

Ukraine is often referred to as the ‘breadbasket of Europe’ and is one of the world’s largest grain exporters. The country’s economy is heavily dependent on the agricultural sector, with key exports including wheat, maize, and barley. Fertile soils and favourable climate have historically supported robust agricultural output, but climate change is altering this landscape dramatically. 

Increased variability in weather patterns, including unpredictable rainfall and extreme temperatures, poses a significant threat to Ukrainian agriculture. The country has already experienced several severe droughts in the past decade, notably affecting crop production in regions such as the steppe zone, which is critical for grain production. These droughts have led to reduced yields and have forced the country to reconsider its water management strategies and crop rotation practices. 

The economic impact is profound. Reduced agricultural productivity not only affects farmers’ incomes but also impacts the entire supply chain, from processing and logistics to exports. A decline in grain exports could have a significant effect on Ukraine’s trade balance and weaken its position in global agricultural markets. 

Furthermore, rural communities in Ukraine are especially vulnerable to these changes. Many are not equipped to handle the shifts in agricultural practices required by changing climate conditions, leading to potential increases in rural poverty and migration to urban areas. 

Water resources: Scarcity and conflict 

Water scarcity is another critical challenge exacerbated by climate change. The Danube River Basin, which serves as a major water source for countries like Romania, Bulgaria, and Hungary, is vulnerable to reduced rainfall and higher evaporation rates due to rising temperatures.  

According to the World Wildlife Fund (WWF), over the past 150 years, the Danube basin and its wetlands have been much abused. The main threats are unsustainable flood management plans, navigation and hydropower.  

Moreover, dikes, dams and dredging have straightened large parts of the river. More than 80 per cent of wetlands have been lost, and with them the services they provide, like flood protection, fuel and food. 

“Water is a shared resource, it doesn’t recognise national or property borders, so we need to work together to protect it,” said Andreas Beckmann, WWF-CEE’s Regional CEO at an event in Budapest earlier this month.  

He also issued a compelling call to action to the businesses reliant on the Danube River Basin’s ecosystem services. He urged the private sector to take action for safeguarding vital freshwater ecosystems, ensuring the prosperity of people, businesses, and nature alike. 

Stuart Orr, Freshwater Practice Lead WWF International, meanwhile made it clear that, “The bottom line is that businesses must not only accelerate action on water within their own fenceline but also urgently scale up collective action to build more resilient river basins. It’s time for companies—both existing water stewardship champions and those firms that have still not woken up to worsening water risks—to rise to the freshwater challenge and invest in nature-based solutions to restore healthy rivers because they are central to tackling water risks, adapting to climate change, reversing nature loss and driving sustainable development.” 

Energy and climate 

For the energy sector, climate change is often viewed as a double-edged sword. 

On the one hand, climate change presents opportunities for the energy sector, particularly in the expansion of renewable energy sources like solar and wind power. On the other hand, it poses significant challenges. Thermal power plants, which still form a substantial part of the region’s energy mix, require large amounts of water for cooling. With decreasing water availability, these plants could face operational disruptions. 

Furthermore, energy infrastructure across much of the region is often outdated and vulnerable to extreme weather events such as storms and floods, which are becoming more frequent and severe.  

The economic costs of such disruptions are high, as seen in past instances where flooding and storm damage have led to prolonged power outages affecting thousands of businesses and homes. 

Energy companies do at least appear to be aware of the challenge. In a recent opinion piece for Emerging Europe, Volodymir Shvedkyi, the CEO of ETG, an independent energy provider in Ukraine, highlighted the potential of the country’s renewable sector. 

“Renewables decentralise the energy system, making it more reliable and resilient; secondly, it represents an investment in environmental sustainability—hence, our future,” he wrote. 

A World Bank report released last month meanwhile lays out pathways for countries in the emerging Europe and Central Asia region to make the shift towards renewable energy and reduce their fossil fuel dependence, highlighting the intertwined benefits of the transition for energy security, sustainable growth, and affordability. 

Charles Cormier, World Bank Regional Director for Infrastructure in Europe and Central Asia said that, “Our analysis provides countries in the Europe and Central Asia region with least-cost pathways towards fulfilling global commitments made at COP28. Our modelling shows that the region can increase its share of clean energy from nine per cent today to 75 per cent by 2060. This will only be possible with binding national commitments, targeted measures and investments.” 

Clear and present danger 

Climate change poses a clear and present danger to almost all of the economies of Central and Eastern Europe, threatening to undermine decades of economic progress and stability.  

Addressing the economic threats necessitates comprehensive policy interventions. These include investing in climate-resilient infrastructure, promoting sustainable agricultural practices, and accelerating the transition to renewable energy.  

Additionally, governments need to enhance their climate modelling and forecasting capabilities to better prepare and respond to climate risks.  

Nevertheless, the same World Bank report warned that only nine countries in the region have set national net zero targets, with just five of them—Armenia, Bulgaria, Croatia, Kyrgyzstan, and Romania—aiming for 2050. Other countries are yet to set national net zero commitments.  

Economic policies must also include mechanisms to support those most affected by climate change. Social safety nets, retraining programmes, and economic diversification strategies can help mitigate the negative impacts on vulnerable populations. 

The region faces a critical need to integrate climate risk into economic planning and policy-making. Only by adopting a proactive approach to climate resilience can the region not only safeguard its economic interests but also set a global example in climate adaptation and mitigation.  

As the world moves deeper into the 21st century, the actions taken by countries in emerging Europe in response to climate change will be closely watched and will likely influence global strategies in combating this ubiquitous threat. 

Photo by JK Baseer on Unsplash.

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.