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Lithuania’s smart drive

Vilnius is steering itself into the future of transport

December 23, 2024

6 min read

December 23, 2024

6 min read

Photo courtesy Go Vilnius.

Vilnius is currently a city going places, quite literally. Construction of a shiny new departures terminal at the Lithuanian capital’s airport was completed earlier this year, with the facility set to open in February.  

As charming as the old terminal was—a throwback to very different times—few will miss it. 

Indeed, mobility is currently one of the key buzzwords doing the rounds in the city, as it gently, with the minimum of fuss (such is the Lithuanian way), positions itself as a hub of innovation in the mobility sector.

Both the city itself and the many start-ups and tech firms that call it home are contributing. Not for nothing was it recently named the most business-friendly city in Central and Eastern Europe and the Baltics by a panel of experts surveyed by Emerging Europe.

At JUDU, a municipal enterprise that deals with all kinds of transportation in Vilnius, taking care of coordination, ticketing, parking, and traffic management, the emphasis is always on innovation, says Justas Jasevičiu, the organisation’s manager of mobility services. 

“We are happy to be a sandbox,” he adds. “You could say that Vilnius is like a huge playground, where the newest ideas, the newest tools are tested. We are a progressive city, a city that is expanding, and we want to be at the forefront of new technology.” 

Local policymakers have carefully balanced urban growth with measured investment in infrastructure.  

Rather than adding new lanes for more cars, Vilnius has focused on bus rapid transit corridors, park-and-ride schemes, and judicious parking restrictions.  

These measures have not fully eradicated congestion, of course, but they have prevented Vilnius’s streets from becoming as choked as those of its northern peers. In the competition for a liveable Baltic capital, Vilnius arguably enjoys pole position. 

Carbon neutrality by 2030 

Much—indeed if not all—of the innovation taking place in Vilnius is designed to make the city one of the most sustainable in Europe.  

“We are part of a network of 100 cities aiming to be carbon neutral by 2030,” says Anton Nikitin, chief sustainability officer at Vilnius municipality. 

The Lithuanian capital was selected as European Green Capital 2025 for its strong commitment to sustainability while having a realistic and down to earth approach.   

The city’s motto for its European Green Capital title year sums up its attitude to sustainability, Vilnius – the greenest city in the making, and does suggest that there is work still to be done, something Nikitin recognises. 

There has been a great deal of progress already, however. The city has successfully reduced emissions through various measures, such as increasing renewable energy sources and renovating heating infrastructure.  

In addition, Vilnius is focusing its strategy on an efficient and solid citizen engagement. The city says it wants to combine its sustainability efforts with the happiness of its residents, promoting initiatives concerning clean air and water, biodiversity preservation, green spaces, and sustainable transportation. It’s all about making the city more liveable. 

Even Vilnius’ tech-oriented approach to citizen engagement and participation is innovative. 

“Citizens can use an app to engage with us in all relevant areas of transport management and planning,” adds Nikitin, who also says that one of the city’s strengths is that, “we are always looking into how we can implement positive changes as quickly as possible.” 

One of the city’s key initiatives has been the extension of cycling infrastructure. In 2016, just 1.5 per cent of journeys were made by bike. It’s now approaching five per cent, “and every year the number of cyclists increases,” says Nikitin. 

The role of start-ups and tech firms 

Just as important as the city’s initiatives however is the role that Vilnius’s entrepreneurial scene has played in transforming the way people move.  

Lithuanian start-ups—encouraged by a supportive tech ecosystem—have introduced cutting-edge transport apps, car-sharing platforms and data-driven mobility solutions designed to ease congestion and shift travel habits.  

By forging partnerships with the city government and tapping into a well-educated, tech-savvy population, these young firms help nudge more Vilnians onto smart mobility services.  

It is not merely a question of convenience; with every sleek app and smart ticketing platform, the city further ensures that the future of transport in Vilnius remains efficient, accessible and as traffic-free as possible. 

Initially a hardware firm, Stuart Energy is one of those start-ups making an impact. The firm now concentrates on a software and energy management system that enables simple, end-to-end electric vehicle charging experiences. Its software makes charging points more efficient, says Rokas Endziulis, product manager at Stuart Energy. 

“In Kaunas [Lithuania’s second largest city] our software has helped the occupation rate of charging points rise from three to 11 per cent,” he says. 

Endziulis himself is from Kaunas, but as he admits, Kaunas is a more industrial city. “Vilnius is where the innovation happens.” As to whether it’s a good place to locate a start-up, “Yes, is the simple answer,” he adds. 

Ignas Brazdauskas is CEO of Spark, a Lithuanian start-up that offers an all-electric car-sharing service, providing urban dwellers with eco-friendly, on-demand mobility. Besides Lithuania, the firm is also active in Bulgaria. 

Through its intuitive mobile app, customers can locate, unlock and drive electric vehicles, helping reduce both traffic congestion and carbon emissions in Lithuania’s cities. 

“We currently have 60,000 registered customers,” he says, adding that the city has been cooperative although he admits he would like to see more parking spots reserved exclusively for EVs. “Despite the high prices, finding somewhere to park in the city centre can still be a challenge,” he says, noting that EVs can, however, park for free. 

Sharing best practice 

When it comes to creating cleaner, more efficient transport networks, Vilnius’ best practice is not a secret set of principles kept under lock and key. It is, instead, a living toolkit of policies, infrastructure designs, and innovative technologies that can be shared, studied, and adapted across borders. 

Indeed, so successful has Vilnius been that it can now offer an entire manual of how to green transport in a city, an example of best practice other cities can follow. 

“It was a collaborative work between city authorities, architects, urbanists, policy makers and so on,” says JUDU’s Justas Jasevičiu. “And we are now sharing it with our partner cities.” 

Having witnessed first-hand just how successful Vilnius has been in its sustainability efforts, any city would do well to read it.

Photo courtesy Go Vilnius.

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.