No change in Ashgabat
Pitch battles
parallax background

Economy in focus: Lithuania

Lithuania has ample opportunity to drive growth through innovation

March 13, 2024

6 min read

March 13, 2024

6 min read

Photo by Dmitriy K. on Unsplash.

Having exited the Covid-19 crisis successfully, Lithuania’s economy was growing fast until early 2022, buoyed by rising exports and rapid integration into global value chains. 

Then came Russia’s invasion of Ukraine, which slowed growth and led to some of the highest levels of inflation in the euro area, driven by high energy and food prices. The slump carried through to 2023, when real GDP is estimated to have contracted by 0.3 per cent, slightly less than most analysts had forecast. 

According to the European Commission’s latest macroeconomic review of the country, published in February, despite significant capital investments and a fast deceleration of inflation (from a peak of 18.9 per cent in 2022, inflation fell to 8.7 per cent in 2023, and is expected to ease further in 2024 to 2.4 per cent), Lithuania’s economic recovery was delayed due to subdued private consumption, weak exports, and tightening financing conditions. Exports of goods, in particular in the important chemical, plastic, wood and furniture sectors, continued to be impacted by sluggish global demand, while exports in services recovered. 

The labour market remained resilient, with unemployment on a downward trend and growing employment figures thanks to an increasing number of self-employed and persons fleeing war in Ukraine. Wage growth remained strong, driven by higher minimum wages and public sector wage increases, but also due to a persistently tight labour market. 

While recent manufacturing, construction and services confidence indicators show rather pessimistic expectations for the near future, consumer confidence started to improve. Private consumption is expected to grow thanks to alleviating price pressures, although uncertainty over Russia’s war of aggression in Ukraine is still expected to weigh on private consumption, as consumers opt for precautionary savings instead.  

At the same time, continuously weak external demand is limiting growth, which is forecast at 2.1 per cent in 2024. For 2025, GDP growth is projected to strengthen to three per cent, as exports are recovering, and private consumption and investments are expected to become the key growth drivers.    

Key sectors 

Lithuania’s IT and telecommunications sector has been a beacon of innovation and growth, positioning the country as a leading technology hub in the region, second only to Estonia. Second-hand clothes marketplace Vinted hit unicorn status back in 2019, joined by Nord Security (behind the hugely successful NordVPN app) in 2022. 

In all, the number of start-ups has more than doubled over the last decade to well over 1,000 and there are now over 200 fintechs operating in the country, making it the second largest fintech hub in Europe, behind only the UK. A regulatory sandbox allows potential and existing financial market participants to test financial innovations in a live environment under the guidance and supervision of the Bank of Lithuania. 

Besides local outfits such as Kevin., which develops payment applications, Lithuania has also proven to be a refuge for UK-based fintechs looking for an EU hub in which to operate, including neobank Revolut. 

Indeed, with a highly skilled workforce and its supportive regulatory environment, the sector has attracted significant foreign investment, fostering the development of cutting-edge technologies and services. The government’s strategic focus on digital infrastructure has facilitated widespread internet access, enabling businesses and start-ups to thrive.  

Manufacturing (around a quarter of GDP) also plays a pivotal role in Lithuania’s economy, with a diverse range of products including machinery, electrical equipment, and chemicals. The sector benefits from Lithuania’s location, offering easy access to key European markets.  

Exports are a crucial component, driven by high-quality production standards and competitive pricing. The government’s investment in industrial parks and incentives for foreign investors has bolstered manufacturing capabilities, making Lithuania an attractive destination for international manufacturing operations. 

Agriculture, while not as dominant as in the past, remains an essential sector, underpinning the rural economy and employing a significant portion—six per cent—of the population. Lithuania’s fertile land and favourable climatic conditions support a variety of crops and livestock, with grain, dairy, and meat products constituting the bulk of agricultural output.  

The sector, however, faces challenges such as the need for modernisation and the impact of climate change, but also presents opportunities through organic farming and technological innovation in farming practices. Several Lithuanian start-ups, such as Kaunas-based Freya Cultivation Systems, which is developing technology to boost greenhouse yields, are leading the agritech revolution. 

The political context 

Lithuania’s political landscape has been marked by a commitment to democratic principles, economic reform, and European integration. The country’s membership of the European Union and NATO underscores its strategic orientation towards the West and its integration into European economic and security structures.  

Recent governments of all stripes have pursued policies aimed at enhancing business competitiveness, reducing bureaucratic hurdles, and promoting foreign investment. Economic policies meanwhile have focused on fiscal sustainability, innovation, and the digital economy, aiming to create a conducive environment for business and economic growth.  

Though the country faces three rounds of elections in 2024 (European, parliamentary and presidential), no major changes in its economic policy are expected. Lithuania is also likely to continue to strengthen its economic relationship with Taiwan, a move that signifies a strategic diversification of its international partnerships and a bold stance given the geopolitical implications.  

This burgeoning relationship showcases Lithuania’s commitment to fostering economic ties with dynamically growing economies across the world, particularly in the Asia-Pacific region. 

Challenges and opportunities 

A recent snapshot of Lithuania’s economy prepared by the Organisation for Economic Co-operation and Development (OECD) showed that twice as high a share of SMEs than the EU average reports difficulties in accessing finance. This problem is particularly acute for young, innovative SMEs with high growth potential. 

Lithuania also faces demographic challenges, including a declining population (currently around 2.7 million people) and the emigration of skilled workers, which could impact long-term economic growth. Since the 1990s, Lithuania has lost around a quarter of its population.  

Energy security is another critical issue, with efforts underway to reduce dependence on imported energy and diversify sources. With gas imports from Russia halted immediately after Moscow’s invasion of Ukraine, the country’s previous investment in a liquified natural gas (LNG) terminal at Klaipeda has paid dividends. Operator LN Energies reported late last year that terminal capacity was fully booked until 2033. 

Long-term, further investment in renewable energy sources and infrastructure will be key to achieving energy independence and sustainability. More than 37 per cent of all available EU Recovery and Resilience funding (worth 3.85 billion euros in total) will be devoted to measures that support climate objectives. The country aims to be climate neutral by 2050 (the capital has an even more ambitious target).

Despite the recession of 2023 and the challenges posed by emigration, Lithuania has ample opportunity to drive growth through innovation, particularly in the technology sector. The country’s robust educational system, entrepreneurial spirit, and government support for start-ups and innovation ecosystems position it well to capitalise on the digital economy and emerging technologies. 

Photo by Dmitriy K. on Unsplash.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst at Reinvantage.

Share

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.