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Frontline innovation

Caught between threat and opportunity, Eastern Europe is racing to modernise both its defence and industry

October 30, 2024

6 min read

October 30, 2024

6 min read

For over two decades, Eastern European countries have experienced growth, fueled by access to EU funds, markets, and frameworks.

Now, in response to the Russian threat, they are ramping up defence spending. Romania, my country, previously behind, has made notable strides following pressure—initially from the Trump administration—to increase defence spending. And the upward trend continues.

By the end of 2024, CEE champion Poland will have signed 150 military contracts in this year alone, including a 10 billion US dollars deal for 96 Apache helicopters. Its defence spending rose by 50 per cent in 2023, reaching 25.8 billion US dollars, and is expected to jump to 38 billion US dollars in 2024, representing 4.5 per cent of GDP.

Romania, with half the population and a lower GDP per capita, and a political class long distracted by internal games, has also initiated impressive programmes. These include the 2017, four billion US dollars Patriot missile deal, the 6.5 billion US dollars F-35 acquisition in 2024, and various missile systems and artillery purchases.

Though Romania and Poland may not hit their ambitious defence spending goals for 2024, the upward trend is clear.  

Poland and Romania lead defence innovation

The two largest CEE countries, positioning themselves also as key platforms for Ukraine’ future reconstruction, Poland and Romania, lead defence innovation.

Poland, with its single-minded focus, has led the charge by revitalising its defence industry through strategic acquisitions, technology transfers, and offset agreements. Both Poland and Romania are now positioning themselves as key military powers on NATO’s Eastern Flank.

They are not just buyers but aim to become defence innovators, leveraging acquisitions for future export potential. In parallel with the requirements of force sustainability and replenishment in time of conflict, Eastern Europe seeks to leverage large purchase orders to produce also for future export markets and to establish itself as a source of defence innovation.

Can Eastern Europe innovate in defence?

Yes. But it’s a complex challenge. Beyond tanks and planes, Eastern Europe is investing in research and innovation. The focus is on drones, cyberwarfare, satellites, big data, materials science, and niche innovations. The goal is to use what they have, find their strengths, and tap into new opportunities, especially for smaller member states.

Engagement with the European Defence Agency, the European Defence Fund, and Permanent Structured Cooperation helps Eastern European countries move closer to the cutting edge. This is particularly important since meeting high spending percentages on acquisitions slows down spending increases on indigenous research.

Eastern European countries are also revitalising their local industries. Poland and Romania, for instance, are breathing new life into aerospace programs that originated in the communist era. It is worth mentioning that Romania and Poland had indigenous fighter jet and other aerospace programmes during the communist period and the IAR and PZL and other legacies continue to live on.

State institutes and universities, which once trained an oversized specialist workforce, are seeing renewed investment through state spending, EU funds, and sectoral programmes. 

The growing space race

Since NATO designated space as an operational domain in 2019, Eastern Europe has been quietly building its space capabilities. 

One only needs to look at how many Eastern European states, led by Poland and Romania, signed up for the European Space Agency and continuously upped their allocation striving for 100 per cent ‘georeturn’ (having as much money return for ESA orders and research contracts as was sent out). 

Romania and Poland are working to develop spacecraft and rockets, striving to reduce reliance on foreign technology.

Romania’s reusable rocket platform, ADAMP, is one example of the region’s potential in dual-use technology—applicable to both civilian and military sectors. Although these initiatives receive little public attention, their value will become more apparent over time.

Innovation from other sectors

Eastern European countries are also bringing innovations from other industries into the defence sector. For example, the thriving IT industries in Poland and Romania are helping to advance cyberwarfare capabilities and the use of AI in data analysis. Incremental innovations from industries like automotive and cybersecurity are finding their way into indigenous innovation as well as collective projects.

Lastly, this discussion naturally segues into the idea of niches and specialisation in innovation, though the older NATO concept of ‘pooling and sharing’ has definitely exited the stage. 

Estonia’s focus on cyber defence is one well-known example, but Slovenia has carved out a niche in energy efficiency and decarbornisation for military facilities.

Moreover, driven by concerns of over reliance on the civilian energy sector, countries like Poland are developing military prosumers, with important investment into military owned renewables, as well as technologies for islanding and micro-grids..

The Romanian perspective

Romania is in a unique position—large enough to matter, but small enough to struggle in achieving its defence ambitions, due to the budget deficit and having consumed a lot of its energy on 2024 as an electoral year.

The key to Romania’s growth as an innovation hub lies in better collaboration between defence, public, and private sectors.

However, challenges include outdated technology transfer laws, low R&D spending, and a still-evolving institutional R&D system. Romanian institutes rarely lead Horizon projects and focus more on basic research than on product development.

Things are changing, though, both in the public and private sector. A new generation of specialists is emerging, and Romania is recognising the importance of learning by doing. As defence manufacturing grows, the potential for innovation will rise. And so will Romanian export ambition, including to rejuvenated bilateral relationships in the Global South.

From drones to defence classics, Bucharest a making a regional and global comeback.

Looking ahead

For Eastern Europe to become a centre of defence innovation, sustained government support for R&D, smart policies that encourage innovation, and efforts to retain skilled specialists are crucial.

This is a conversation that is long overdue, but necessary for the region’s continued growth in defence and innovation.

Beyond the two regional leaders, Poland and Romania, other Central European European countries, such as Czechia and the Baltics are also fast forwarding ambitions in this sense.

CEE is aware of both current and future security threats and the need to rethink its economy to avoid the middle income trap. This is can only be done the South Korean way (an increasing defence partner in the region), by innovating. 

Radu Magdin

Radu Magdin

Strategic communications analyst, consultant and former prime ministerial advisor in Romania and Moldova.

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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.