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Economy in focus: Lithuania

A stronger domestic capital market is needed

January 20, 2025

7 min read

January 20, 2025

7 min read

After stagnating in 2023, Lithuania’s GDP now looks to be well on the road to full recovery. GDP is projected to have increased by 2.4 per cent in 2024, a figure that is forecast to rise further to 3.1 per cent this year before slowing slightly to 2.8 per cent in 2026.  

According to the Organisation for Economic Co-operation and Development (OECD), strong real wage gains, especially until mid-2025, will support a pickup in private consumption, and exports will continue to increase along with demand from Lithuania’s main trading partners.  

The main risks to the outlook are related to economic activity in the euro area, global energy prices and geopolitical tensions. 

Fiscal policy is expected to tighten slowly over 2025-26, but more could be done to prepare for emerging spending needs by increasing spending efficiency and property tax revenues, and limiting informal economic activity.  

Encouraging immigration at all skill levels and increasing the employability of younger and older workers would help alleviate labour shortages. Developing domestic capital markets, increasing R&D spending, and improving digital skills would help support productivity growth and sustain living standards despite population ageing. 

A post-stagnation bounce 

The Lithuanian economy appears to be shaking off its recent sluggishness with brio. After a year of stagnation in 2023, the country’s growth trajectory has turned upward with a series of indicators—ranging from robust consumer spending to an uptick in key manufacturing outputs—hinting at a more sustainable recovery.  

Fresh data from early 2024 show a welcome combination of rising household incomes and improved consumer confidence. Even more cheering is that these trends continue against a backdrop of geopolitical uncertainty. While neighbouring economies grapple with fluctuating energy prices and rising borrowing costs, Lithuania’s careful fiscal stewardship and targeted reforms have kept overall risk factors at manageable levels. 

But this cautious optimism does not come without caveats. Lithuania’s recovery is partly predicated on continued demand from its main trading partners, chiefly within the euro area. Any further weakening there could act as a drag on Lithuanian exports, which remain a key component of GDP.  

Still, Lithuania’s demonstrated ability to pivot—evident in its growing foray into higher-value-added production—suggests that the economy is capable of adapting, even when faced with a shifting global environment. 

Manufacturing and services: A changing balance 

Lithuania’s manufacturing sector has long been dominated by traditional industries such as food processing, textiles and basic chemicals.  

While these industries remain vital for employment, they face stiff competition from lower-cost producers in other parts of Eastern Europe and Asia.  

In response, Lithuania has striven to diversify. In recent years, electronics, machinery and advanced manufacturing have gained prominence. Automation and technological investments are on the rise, fuelling an increase in productivity.  

With relatively favourable labour costs compared with Western Europe, Lithuania has begun to position itself as a nearshoring hub for international companies seeking more agile supply chains in Europe. 

The services sector, for its part, has not been idle. Fintech stands out. The government’s efforts to streamline financial regulations and attract foreign start-ups (as well as develop its own) have succeeded in turning Vilnius into a regional hub for innovative digital finance.  

Meanwhile, business process outsourcing (BPO) and shared services continue to expand as multinationals look for locations with a stable business climate, solid digital infrastructure and a labour force adept at languages and technology.  

These shifts hint at a progressive recalibration of Lithuania’s economic composition—from reliance on traditional manufacturing to higher-tech, service-oriented models that promise more resilience. 

Opportunities for investment 

For foreign investors, Lithuania offers several enticing propositions. First, the country’s stable regulatory framework and membership in the European Union grant ease of access to the continent’s single market, an advantage that can streamline export-led business models.  

Second, Lithuania’s well-educated workforce—particularly in STEM disciplines—supports advanced manufacturing, IT services and research-driven endeavours. As the government continues to promote increased R&D spending, investors in biotechnology, advanced materials and software development may find ample scope to partner with or acquire local innovators. 

Logistics also represents a promising avenue. Lithuania’s strategic position between the Nordic countries, Central Europe and the post-Soviet space has historically made it a crossroads for trade. Its port in Klaipėda, once overshadowed by larger maritime hubs in the Baltic region, has recently undergone modernisation, bolstering capacity for container shipping and distribution. This infrastructure is aligned with a broader push toward clean, efficient transport, creating a sweet spot for companies seeking a solid logistics base in Northeastern Europe. 

Furthermore, the green transition offers fertile ground for new ventures. From renewable energy projects—particularly wind and solar in Lithuania’s coastal areas—to eco-friendly manufacturing processes, there is a budding ecosystem for sustainable investment.  

As the European Union places increasing emphasis on the green agenda, Lithuania’s modest size and adaptable policymaking environment could prove advantageous for pilot projects or scale-up ventures in cleantech. 

Consumer confidence and labour market dynamics 

The improvement in real wages is a highlight of Lithuania’s current economic narrative. Rising wages—driven partly by strong economic demand at home and abroad—have served to boost consumer confidence, which had languished during the stagnation of 2023.  

Household consumption now provides a tailwind for broader economic growth. With disposable incomes likely to remain on the upswing until at least mid-2025, retailers and service providers are gearing up for expanded operations. 

However, the labour market has its share of tension. Although unemployment rates are moderate, there is a rising mismatch between the skills needed in growth industries and those held by significant segments of the workforce.  

Low birth rates and emigration in past decades have exacerbated labour shortages in healthcare, advanced manufacturing, IT and a raft of service industries. To mitigate these challenges, government-led initiatives are encouraging immigration, targeting both high-skilled tech professionals and workers in vocational fields.  

Similarly, policies that focus on integrating older workers—by offering retraining programmes—could help maintain workforce capacity even as demographic headwinds mount. 

Risk and resilience 

Despite the buoyant outlook, there are headwinds on the horizon. Chief among these is the risk of an economic slowdown in the euro area, which might dampen demand for Lithuanian exports.  

Geopolitical uncertainty—heightened by tensions near the European Union’s eastern borders—casts a shadow over business sentiment. Spiking global energy prices, should they reappear, could destabilise input costs for Lithuanian manufacturers and weigh on consumer spending, particularly for lower-income households. 

Meanwhile, inflationary pressures in Lithuania appear to be receding from the peaks seen in late 2022 and early 2023, thanks in part to tighter monetary policy across Europe and a cooler global economy.  

Yet, if the global interest-rate environment were to shift again, Lithuania’s relatively high share of variable-rate lending could expose the domestic sector to higher debt-servicing costs. The banking industry, while well-capitalised, remains vigilant about credit quality, especially in the property and consumer-lending segments. 

Policy pathways 

Lithuania’s fiscal authorities aim to tighten policy moderately over 2025-26, partly to keep debt dynamics under control and satisfy EU budgetary requirements. While modest consolidation might marginally temper growth, it is also seen as necessary to safeguard macroeconomic stability.  

Officials have underscored the need to enhance spending efficiency—especially in healthcare, education and infrastructure—ensuring that budget allocations are cost-effective and yield tangible social or economic returns. 

Property tax reforms, which have been under discussion, could broaden the tax base in a way that aligns local revenues more directly with the real estate market. Further limiting the sizeable shadow economy would add to the public purse, creating fiscal space to invest in capital projects that bolster productivity.  

Critics, however, argue that progress on tackling the informal sector and implementing property tax reforms remains slower than hoped, pointing to entrenched political interests and public resistance to potentially higher tax bills. 

Building a productive future 

In the long run, policies that support labour market adaptability and technological advancement will be pivotal.  

Lithuania’s efforts to increase the employability of both younger and older workers reflect a pragmatic response to demographic realities. 

Meanwhile, building a stronger domestic capital market—currently underdeveloped compared with Western Europe—would diversify financing channels for businesses, reducing reliance on bank loans and unlocking additional resources for expansion and innovation.

Photo by Darya Tryfanava on Unsplash.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst 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.