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CEE’s next generation

Central and Eastern Europe is now a global powerhouse where talent comes together to innovate

March 14, 2023

6 min read

March 14, 2023

6 min read

Central and Eastern Europe has been reinforcing its reputation as a hotbed of digital innovation in recent years, with digital-native businesses springing up across the region. Some 34 unicorns have sprung from the region in the last decade, with digital native organisations as diverse as Romania’s FintechOS and Croatia’s Rimac Technology transforming traditional industries such as financial services and automotive.  

Rimac Technology for example uses the cloud and simulation technology to design its market-leading 2,000-horsepower electric cars. The company simulates how components like electric motors, gearboxes, and battery packs will perform on the road. Using these simulations, engineers at Rimac Technology can speed up development, create better products and lower costs. 

FintechOS meanwhile helps traditional banks disrupt the disruptors and manage 100 billion US dollars in assets across 20 countries. The company’s main selling point is its ability to help legacy banks and insurers accelerate their digital transformation, enabling them to build end-to-end digital products in weeks rather than months.  

For Ratko Mutavdzic, CEE Digital Natives Lead at Microsoft, all of this is evidence that the barriers which used to exist in the region are simply “not there anymore”.  

“People are more ready to develop something in Central and Eastern Europe,” he says, and highlights how many start-up founders in the region are willing to put something back, investing in a new generation of start-ups, “like the Skype guys.” The Estonian founders of Skype have been crucial to Estonia’s development as one of the world’s best start-up ecosystems, both in terms of capital and know-how. 

Indeed for Mutavdzic, it is the ecosystem which matters most, and he stresses the importance of governments taking an interest: working with the technology community to develop an ecosystem that works, “and which is ready to adapt, quickly”. He again uses Estonia as a positive example but says that his home country of Croatia is making progress, with unicorns and government creating innovation hubs that breed more start-ups.  

He also points to a change in mentality. “In the past, the Silicon Valley idea of ‘fail fast, fail often’ was not applicable in CEE. We don’t like failure.  

“Now, people are more likely to say, ‘let’s create a culture of learning, a culture of exchange, a culture of failure’. More and more countries [in the region] are investing in this idea,” Mutavdzic tells Emerging Europe

Rapid changes 

CEE experienced a spurt of digital transformation during the Covid-19 pandemic, which helped make businesses in the region stronger and more agile. “Two years of transformation condensed into a couple of months,” says Mutavdzic. 

Today, in the face of further economic headwinds, business leaders continue to turn to technology to help their businesses increase efficiency, productivity and resiliency.  

According to PwC’s Global Survey, almost half (45 per cent) of CEOs in CEE think their companies will not be economically viable a decade from now without transforming their business. Investing in automation, upskilling, the cloud and AI top their list of priorities for the coming year.  The World Economic Forum meanwhile estimates that 70 per cent of new economic value in the next 10 years will come from digital business models.  

Mutavdzic believes that there will be no slowdown in the pace of change.  

“I thought that part of the business world would say, ‘Covid has gone, let’s go back to how things were’. That has not happened. People saw the benefits of a rapid digital transformation and want more.” 

For Mutavdzic, the rapid changes made necessary by the pandemic were a proving ground for the worth of many technologies, not least cloud computing. “Of course, cloud infrastructure was stretched, but we managed so much in such a short space of time – often from one day to the next – that the technology proved its case.” 

Talent 

CEE is already home to a huge amount of homegrown tech talent, aided by the emergence of multiple innovation clusters in the region. But as Mutavdzic stresses, the region is also increasingly a place where talent comes together, regardless of where it is from. 

“It is not just capital and ideas that cross borders, it’s also people,” he says. “When you walk into a company headquarters there is no longer any expectation that the C-level executives or anyone else will be from that actual country. The beauty of this is that it creates ecosystems which are fluid.” 

Microsoft’s Digital Futures Index (DFI) shows that on some fronts CEE already performs more strongly than some Western European ‘digital frontrunnner’ nations. 

Estonia leads in the size of its start-up sector and eGovernment, Czechia has the highest overall ranking for digital maturity of businesses, Croatia boasts high levels of digital skills among the general population, and Romania is an attractive environment for digital nomads. 

Latvia, Estonia and Lithuania meanwhile have been called the most “start-up-friendly” countries in Europe.  

Are you ready? 

Data from Microsoft’s DFI shows that as a country’s start-up sector grows, the higher it ranks globally for innovation. And innovation is key to fueling economic growth. The DFI also shows that innovation and societal progress are a product of a connected ecosystem: which includes business, the digital sector, digital infrastructure, start-ups, talent and the public sector.   

Governments aren’t just a bit part in this innovation mix – they are a major catalyst in creating the right conditions for innovation ecosystems and the broader digital economy to flourish. They are also, Mutavdzic suggests, realising the key role that they have to play. 

Some governments have done more than others. Some are delivering “lighthouse” public sector projects that blaze a trail for others, or encouraging private-sector digital infrastructure investment and advancing the country’s technical skills base. 

In Estonia, the Burokratt virtual assistant helps citizens use speedy and efficient digital public services for several aspects of their lives. Now, the team behind it is working with partners including Microsoft to drive open-source development, encouraging collaboration between private companies, public sector and even the general public.   

In Romania and Moldova, Microsoft is part of a trilateral collaboration that will accelerate digital transformation and knowledge-sharing in both countries. 

In addition, Microsoft works with governments, academic institutions and NGOs across the region to drive skilling programmes that equip the workforce to stay up to date and competitive with an increasingly digital world, says Mutavdzic. 

It’s all part of Microsoft being a digital change agent, empowering the region’s next generation of digital natives, aligned to its vision of DigitalHeartbeatCEE. 

“We are creating systems where people can do more and create more value, regardless of where they are,” he concludes. 

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.