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Digital ID works

Britain's luddites are missing the point about the liberty-enhancing power of digital ID

September 9, 2025

6 min read

September 9, 2025

6 min read

Photo: Dreamstime.

The far-right in Britain currently have their Union Jack pants in a twist over reports that the UK might soon introduce digital ID cards. Britons have never been required to have ID cards, and a scheme to introduce them 20 years ago was scrapped over public opposition.

The subject is now back on the agenda, touted as a way to help combat illegal migration. Yet while 57 per cent of Britons support ID cards, fewer support digital versions. Those on the right (and far-right) of British politics vehemently oppose them, claiming—somewhat ridiculously—that they are a threat to civil liberties and the beginning of a slippery slope towards a China-style social credit system.

This hysteria would be amusing if it weren’t so counterproductive. Digital IDs don’t threaten civil liberties; they enhance them. The proof lies not in paranoid fantasies but in observable reality. Estonia, that Baltic nation of 1.3 million people, has been running the world’s most advanced digital identity system since 2002. Rather than creating a dystopian surveillance state, it has built something resembling a libertarian’s dream: a government so efficient that citizens spend mere minutes each year on bureaucratic tasks that elsewhere consume hours.

The Estonian miracle

Estonia’s digital identity system is comprehensive in a way that would make British privacy campaigners reach for their smelling salts. Every Estonian over 15 has a digital ID card containing a microchip with their photograph, personal data, and two security certificates.

These cards can be used for everything from voting to banking to signing contracts. The result? Estonians file their tax returns in an average of three minutes. Setting up a company takes 18 minutes online. Each Estonian saves an average of five working days annually thanks to digital signatures and automated government services.

The economic benefits are huge, and so successful has Estonia’s digital identity become that in 2014 it made a version available to non-residents. Estonia’s e-Residency programme has since attracted over 121,600 foreign citizens from 185 countries. These digital residents have founded more than 33,800 Estonian enterprises, contributing 244 million euros to the country’s economy since the programme’s inception.

In 2024 alone, taxes from e-resident companies contributed 63.6 million euros to Estonia’s budget while the government spent just 7.5 million euros running the programme—a return on investment of nearly ten to one.

Consider what this means: Estonia has created a system so trusted and efficient that tens of thousands of foreigners voluntarily choose to become digital residents, paying taxes to a country they may never visit. They do this not because they’re coerced, but because Estonia’s digital government actually works better than their own bureaucratic systems.

Digital liberation in wartime

Ukraine’s Diia app provides an even more compelling case study. Launched in 2020, the app now has over 20 million users—every second Ukrainian. Citizens can access tens of services with a few smartphone taps, from renewing driving licences to paying taxes to registering businesses. Setting up a company takes just 30 minutes, and becoming an individual entrepreneur requires merely two seconds. The app has been so successful that Ukraine has made it open-source to help other countries build their own systems.

Ukraine’s digital identity system has proved its worth under the ultimate stress test: war. When Russia invaded in 2022, Ukrainians could prove their identity and access government services even when displaced from their homes. The app added wartime features like digital evacuation documents and compensation applications for war damage. It even allows citizens to share the geolocation of enemy tanks with authorities. This is digital identity as a tool of liberation, not oppression.

Most tellingly, in June, Ukraine became the first country to offer online marriage ceremonies through Diia. Couples can now marry with digital signatures, no physical documents required. This is the opposite of what digital ID opponents claim: rather than restricting freedom, the system enables new forms of personal liberty.

The efficiency dividend

The economic case for digital ID is overwhelming. Estonia’s direct economic impact from e-Residency amounted to 31 million euros in just the first half of 2024. Ukraine’s Diia has enabled one million private entrepreneurs and more than 14,000 companies to register online. These aren’t just convenience features; they represent fundamental improvements in how citizens relate to their governments.

Digital IDs eliminate the absurd inefficiencies that plague analogue bureaucracies. No more queuing at government offices. No more posting paper forms or keeping stacks of physical documents. No more being told to come back with additional paperwork. Instead, citizens can conduct all their government business from their phones while governments process requests automatically and instantly.

The cost savings are substantial. Digital signatures save Estonia’s government millions annually while reducing processing times from weeks to minutes. When governments don’t need armies of civil servants to process paper forms, tax bills shrink. When citizens don’t lose productive hours queuing in government offices, economies grow.

Trust, not surveillance

The British privacy lobby’s concerns about surveillance are precisely backwards. Analogue bureaucracies are opaque black boxes where citizens have no idea how their data is used or who has access to it. Digital systems, by contrast, can be designed with transparency and audits built in. Estonia’s system logs every access to personal data, giving citizens a complete audit trail of who has viewed their information and when.

Moreover, digital IDs reduce the need for surveillance. When identity verification is instant and reliable, governments needn’t resort to intrusive checks and physical document requirements. Citizens gain privacy through efficiency, not despite it.

The notion that digital IDs enable China-style social credit systems is particularly fatuous. China’s social credit system works by linking behavioural data across multiple platforms and institutions. It requires vast surveillance infrastructure and the willing participation of private companies in government monitoring. Britain already has extensive CCTV networks and digital surveillance capabilities; adding digital ID wouldn’t materially change this landscape.

Civil liberties groups warn that any digital ID system would create a ‘papers, please’ society, yet they ignore that the current analogue system already requires extensive documentation for basic activities.

The paper prison

Britain’s resistance to digital ID is ultimately a defence of inefficiency dressed up as a principled stand for liberty. The current system—requiring citizens to carry multiple physical documents, queue in government offices, and wait weeks for processing—is not freedom. It’s a paper prison that wastes citizens’ time and taxpayers’ money.

The real threat to civil liberties comes not from digital efficiency but from analogue dysfunction. When basic government services are deliberately cumbersome, citizens become dependent on expensive intermediaries and face barriers to exercising their rights. When bureaucracy is slow and opaque, corruption flourishes. When identity verification is unreliable, fraud proliferates.

Estonians understand this. Ukrainians understand this. Having experienced both Soviet bureaucracy and digital government, they recognise that technology properly deployed enhances rather than threatens human freedom. Their enthusiasm for digital services reflects lived experience, not techno-utopianism.

British opponents of digital ID might learn from Estonia and Ukraine’s example before dismissing something they’ve never tried. After all, it’s hard to argue with a system that gives citizens back five days of their lives each year while saving the government millions.

That’s not surveillance; it’s civilisation.

Photo: Dreamstime.

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.