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Dysfunctional prejudice

Even in deadlock, Bulgarian lawmakers are advancing legislation that mirrors Moscow’s playbook

August 8, 2024

5 min read

August 8, 2024

5 min read

Bulgaria this week looked set to announce yet another parliamentary election—the country’s seventh in three years—after the populists of There Is Such a People (ITN), the last of three political parties asked by President Rumen Radev to form a coalition government, failed to do so owing to lack of support from MPs.

ITN, which won just 16 seats in the 240-seat parliament in the last election, held on June 8, was never likely to break Bulgaria’s political deadlock. The party was asked to try and form a government after the countries two largest political groups, GERB-UDF and We Continue the Change-Democratic Bulgaria had similarly failed to find enough common ground with other parties.

A new election is likely to be held in October.

Common ground where it’s convenient

Reluctant though they may be to form a functioning government, which the country needs to accelerate the flow of EU funds in order to end a long period of stagnation, Bulgaria’s MPs this week did manage to come together to vote through a fast-tracked law banning the portrayal of LGBT+ identities in Bulgarian educational institutions.

The law’s main backers, the far-right, pro-Russia, and ultra-nationalist Revival party, drafted the law using wording based on similar Russian and Hungarian anti-LGBT+ propaganda laws, which both countries have been heavily promoting elsewhere in Europe.

Revival is a member of the new Patriots for Europe grouping in the European Parliament, which includes MEPs who have declared an interest in forming a “pacifist” and eurosceptic group to improve relations with Russia, and MEPs who were expelled from the Identity and Democracy (ID) Group for extremisim shortly before the European election. 

Both the first and second readings of the law were held on August 7, just a week after it passed the committee stage, in a clear fast tracking of the legislation through parliament in its last session before the summer reccess, and while most watchdogs and international institutions are on holiday.

The law won a comfortable majority, passing with 159 votes for and 22 against (mainly from We Continue the Change-Democratic Bulgaria), with 12 abstentions.

Lawmakers also voted on a separate text that defines “nontraditional sexual orientation” as “different from the generally accepted and established notions in the Bulgarian legal tradition of emotional, romantic, sexual, or sensual attraction between persons of opposite sexes”.

It also passed, albeit with a smaller majority.

One member of Revival said that, “pederasty” should be challenged and that she hoped that her one-year-old son would “never bring home a husband”.

Chaber, the mononymous leader of ILGA-Europe, the contintent’s largest LGBT+ rights organisation, said that Revival, and all those who voted in favour of the law, “claim that this is to protect young people, however the truth is that this is an attack on the rights of children, particularly LGBTI children”.

ILGA-Europe believes that the similarities of the law to Russian anti-LGBT+ propaganda legislation adopted in 2012, and the Hungarian anti-LGBT+ propaganda law adopted in 2021, make it incompatible with international and European human rights standards. 

“The Venice Commission of the Council of Europe has repeatedly found such anti-LGBT+ propaganda laws to be in violation of the European Convention on Human Rights (ECHR). The more recent Venice Commission Opinion on the Hungarian anti-LGBT+ propaganda law found it to be incompatible with the ECHR and international human rights standards, including the law’s amendments regarding the educational sector,” the organisation said in a statement.

The Venice Commission found that the law, “fails to comply with the positive obligation of Hungary to ensure that the educational system provides children with objective and non-biased information on gender identity and sexual orientation and protects them from discrimination on the same grounds”,

According to Denitsa Lyubenova, a lawyer at LGBT+ organisation Deystvie in Bulgaria, “The previous opinion of the Venice Commission makes it clear that such ‘anti-propaganda’ bills put children and youth at risk by contributing to creating a threatening environment where LGBT+ children can be subject to health-related risks, bullying and harassment, and they exclude LGBT+ people from fully participating in a democratic society”.

A European trend

The law follows repeated attempts in recent years by Revival to table a Russia-style ‘Foreign Agent’ law, which would see civic space severely curtailed and contribute to the erosion of democratic checks and balances.

In fact, this combination of Russian-style Foreign Agent laws and anti-LGBT+ propaganda laws is a growing trend in Europe, with Georgia most recently having adopted a Foreign Agent law in May this year and then only five days later announcing an anti-LGBT+ legislative package which includes a ban on LGBT+ content in education, media and the arts.

Adds ILGA-Europe’s Chaber: “The fast-tracking of this law through the Bulgarian parliament is a clear attempt to avoid scrutiny, and highlights the political nature of this law. Both Bulgaria and Georgia have national elections upcoming in October. LGBTI people are being used in both scenarios as scapegoats and as a distraction to secure votes for far-right and Russia-aligned political parties.”

The European Commission has highlighted, in its 2024 Rule of Law report, that the current procedure of legislative initiatives tabled by MPs in Bulgaria does not adhere to desired standards, such as allowing civil society consultation, conducting impact assessments, and assessing compliance with EU law.[4]  This adopted law is a clear example of these rule of law shortcomings.  

Says Chaber: “Given the extremely fast-tracked procedure for this law, its clear political aim is to scapegoat LGBTI people and legislate against their human rights. It is incompatible with Council of Europe and EU standards on law-making and non-discrimination. As such, ILGA-Europe request that the European Commission assess the law’s compatibility with EU law and call for a strong reaction from all EU member states.”

If only Bulgaria’s MPs could fast track a stable government.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst 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.