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Bulgaria’s search for a government

Sofia might need to start thinking about changing its electoral system

July 3, 2024

5 min read

July 3, 2024

5 min read

Following the announcement of the results of the June 9 elections for the 50th National Assembly of Bulgaria and European Parliament, the constitutional procedure for forming a new government was set into motion.

Last week, the country’s president, Rumen Radev, held political consultations with the seven political formations which in the elections crossed the four per cent vote threshold to enter parliament. The consultations sought to arrive at possible workable scenarios for the configuration of a cabinet.

On July 1, Radev gave the winning party in the elections, the centre-right Citizens for European Development of Bulgaria-Union of Democratic Forces (GERB-SDS), an exploratory mandate to form a government. The mandate was handed to the political formation’s candidate for prime minister, Rosen Zhelyazkov.

While GERB-SDS are presently seeking support to put together a minority cabinet (as they hold 68 out of 240 parliamentary seats), the leader of GERB, Boyko Borissov, is sceptical that these efforts will succeed.

Borissov, a former prime minister, has opined that the only viable formula for a stable government is based on the participation of the top three political powers. He has also stressed that, as the winning party in the elections, GERB should be able to appoint its representatives to head the government, the Ministry of Defence, and the Ministry of the Interior.

The candidate for prime minister has seven days to deliver to the president a proposed structure and composition of a cabinet. If the mandate is handed back unfulfilled, the president will give it to the political party that finished second in the election—the centrist Movement for Rights and Freedoms (DPS). If the second most powerful political formation also fails to configure a government, the president has discretion in terms of to whom he delivers the third mandate.

Radev has been reluctant to make early estimates of the prospects of forming a regular government. He believes that the most likely scenario will become clear after the outcome of the first exploratory mandate is known. On the basis of the consultations, the president has laid out three main possible pathways to a regular cabinet: a government of the minority, as proposed by GERB-SDS; an anti-GERB coalition as suggested by the far-right Vazrazhdane party; and a technocrat government with broad-based parliamentary support, as offered by the populist There Is Such a People (ITN) movement.

DPS has said that it will back GERB-SDS’s cabinet and will trust in the president to convince the remaining political players to do likewise. In the course of conversations with the president, several parties—including ITN—have expressed readiness to receive the third mandate. The Bulgarian Socialist party (BSP) has vocalised its desire to take a more active role in the pursuit of political stabilisation.  

The only reformist political formation in the 50th National Assembly, We Continue the Change-Democratic Bulgaria (PP-DB), said at the presidential consultations that they will remain in opposition. Its leaders, Kiril Petkov and Asen Vasilev, as well as the former prime minister, Nikolay Denkov, have announced that Borissov cannot rely on their support as, in their view, he is responsible for bringing down the country’s previous government, a PP-DB-GERB coalition.

The grudging partnership between GERB and PP-DB, which lasted nine months, has been referred to in political discourse not as a ‘coalition’ but, to borrow an evocative woodworking term, as a ‘basic butt joint’. It came to an end in March just before a planned rotation of power was to take place.   

Political legitimacy in jeopardy

The disconcertingly low voter turnout in the recent elections—the lowest in the history of the country—poses a series of challenges to Bulgaria’s political system and political parties.

Among other things, it is linked to a loss of votes for most of the major political parties. The ‘city democrats’, PP-DB, lost an estimated 50 per cent of the votes it garnered in last year’s elections. Even GERB-SDS, despite having emerged as the winners in the elections, hit a historical low in terms of their electoral base.

BSP meanwhile bid farewell to nearly one-third of its voter base. Contrary to the pre-election prognoses that its share of supporters would go up, Vazrazhdane also lost votes, particularly among the Bulgarian diaspora.

Highly problematically, the low voter turnout calls into question the legitimacy of state institutions. The question of electoral system reform was discussed as a potential solution during the political consultations between the president and the major political formations.

The feasible options seem to include an electoral system similar that used in Greece, a mixed electoral system with a majoritarian element, or a purely majoritarian system. Proponents argue that a transformed electoral system would help to secure a majority cabinet and ensure stable governance.

Changes in the mode of governance have also been considered as a possible systemic response to the sustained political crisis in the country. Some political observers expect that the results of the June 9 elections will re-open debates about the pros and cons of establishing a presidential republic.

Eleven years ago, in the midst of protests against the government of Plamen Oresharski, the merits of a semi-presidential republic (similar to the systems in Finland or France), were lauded by a number of public figures.

For instance, the historian Alexander Kertin pointed out as upsides of this system the solid checks-and-balances between the president and the prime minister. Others, however, warn that this system of governance might be incompatible with Bulgaria’s political culture and problems related to corruption. In a worst-case scenario, it might deepen the country’s struggles with concentration of political power and state capture.  

As the roulette of the mandates is turning and the country is grappling to regain political footing, creative solutions to the prolonged state of instability are in dire need. While there could be no political panacea to the deep structural problems that are at the root of the current situation, political imagination has to be a key ingredient in any effectual long-term solution.

Victoria Bogdanova

Victoria Bogdanova

Victoria Bogdanova is an analyst at the Centre for the Study of Democracy (Bulgaria).

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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.