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Running out of patience

Europe’s periphery is no longer content to wait quietly for EU accession

October 23, 2024

9 min read

October 23, 2024

9 min read

As October comes to an end, both the people of Moldova and Georgia are facing up to their choice for a pro-European future.

Both countries face critical elections that will be decided upon the fundamental cleavage line of pro-Western sentiment. Moldova held the first round of presidential elections on October 20, alongside an EU Referendum that barely passed, while Georgia will hold parliamentary elections on October 26.

It is a very high stakes gamble that pro-Western political elites are making in support of European accession, as Russian interference ironically amplify fears of Russian aggression and economic precarity.

What many still ignore is the single, interconnected front between the war in Ukraine and the malign threats that Moldova and Georgia are facing. In contrast to the physical and human destruction of Ukraine, Russia managed to achieve a lower investment agression in Moldova and Georgia: playing up political and social cleavages to stall the European integration process for these two countries.  

Moldova’s lack of conviction

Moldova is currently facing an unprecedented scale of malign interference from Russia directed at distorting the electoral process.

Major threats to the integrity of the electoral process have and will continue to include clientelism or voter coercion, deep fakes and propaganda. Moldovan security experts point to an overall Russian investment of around 100 million euros on interference into Moldovan democratic processes this year.

The EU referendum passed by a knife-edge in favour of EU integration, and incumbent Maia Sandu (pictured above) placed first in the presidential election. Sandu now goes into a run-off with Aleksandr Stoianoglo, an independent former prosecutor general who is supported by the pro-Russian Party of Socialists.

Three categories of public opinion preferences shape the Moldovan electorate on the foreign policy agenda. One third are pro-Western supporters of Maia Sandu and her ruling party PAS.

They reside in Chișinău or the diaspora, are relatively affluent, work in the government or the private sector and have a very sophisticated engagement with the EU already. One third are pro-Russian supporters of any of the wide variety of political candidates on display backed by money from Ilan Shor. The poor, rural, pro-Russian voters were mobilised through the Shor clientelistic pyramid, while most of the undecided were mobilised through online channels and propaganda messages.

Finally, 42 per cent of the population are still hoping for normal relations with both the European Union and Russia and have been responding to the foreign policy balancing act proposal of Maia Sandu’s contesters. 

Notably, the Moldovan government claimed 300,000 votes were mobilised through vote-buying techniques, which is a rough mirror of the 240,000 votes mobilised in the diaspora. This means that the clientelistic networks did not bring this election to such a close finish, but rather the overlap of multiple methods of electoral mobilisation and propaganda dissemination—from word-of-mouth to digital, from monetary incentives to cultural appeal.

The Kremlin is now employing in Moldova both direct and indirect tactics, ranging from overt support and endorsement for pro-Russian political actors that undermine the incumbent government and the pro-European agenda (such as US sanctioned Evghenia Gutul, Gagauzia Governor) to subversive clientelist operations coordinated by Ilan Shor from within Russia, or disinformation propaganda on social media channels (prominently Tik Tok and Telegram).

There is a very strong coordination between online and offline engagement of pro-Russian actors, targeting the majority of the population who feel still undecided.

The strength of the Russian interference was larger inside Moldova than outside. Its strength lies in its diversity, targeting different segments of the electorate by different means.

The diaspora being more widely spread, more culturally diverse, and more socialised inside the European Union, was much harder to target effectively through these overlapping tools. The most Russia could do in the Moldovan diaspora was to disseminate social media conspiracy messages that have a limited mobilisation capacity in the given context. But, the Moldovan diaspora is still more susceptible to Russian propaganda than before (such as the last elections) due to social media propagation and penetration of disinformation in Western European societies.

Russian propaganda is not delivered only through Russian language, but increasingly more so from Romanian language sources too, which requires a better coordinated countermeasures between Romania and Moldova.

While the EU Referendum has passed and Maia Sandu has a strong chance to win a second term as president in the second round, PAS is unlikely to hold on to its majority in the parliamentary elections next year.

Therefore, there is a critical need for a pro-Western coalition party, but none of the current parliamentary parties offer that perspective in a convincing manner. Most likely, one or several new parties will emerge before the parliamentary elections, and, depending on their results, have the potential to serve as a ‘kingmaker’.

Georgia’s fight on the streets

Civil society actors in Georgia are very strong, well-coordinated and have the capacity to deploy large scale citizen electoral observation and citizen participation activities.

In contrast, political parties continue to develop a weak opposition to the incumbent Georgian Dream, by being highly fragmented still, not having a clear opposition leader, not having a clear message for the electorate apart from their pro-European stance and not engaging well enough with the regions.

The incumbent Georgian Dream government is leading its campaign on themes that resonate well with the Georgian public without an actionable agenda or true commitment to pursue (such as territorial integrity, Christian values, European integration with dignity).

Through the Foreign Agents Law, which civic activists and opposition parties call the ‘Russian Law’, Georgian Dream is clearly scaling up on repression against any civic or political opposition. It seems to consider, however, civil society a much more reputable adversary than the fragmented opposition parties.

Public officials remain hypocritical with regards to international assistance, as public institutions such as the Central Electoral Commission or local governments are happy to receive USAID or EU assistance, while publicly condemning—through the Foreign Agents Law—the civil society organisations that benefited from such funding in the past.

President Salome Zourabichvili could be the most prominent leader of the opposition, should opposition parties choose to support her.

She sees herself as the opposition leader and proposes a counter platform to Georgian Dream and its founder Bidzina Ivanishvili, based on a Presidential Charter.

All major opposition parties have signed it, but remain reluctant to name Zourabichvili as their leader or to accept her terms regarding a technocrat prime minister and snap elections next next year after judicial and internal affairs reforms are put in place.

Survey polls ahead of Saturday’s parliamentary elections present very large variation between the relative level of support for both Georgian Dream and opposition parties.

Georgian Dream polls anywhere between 30 and 40+ per cent. Should the party get close to the 50 per cent threshold it needs for a new majority, electoral fraud on election day is likely to have much larger stakes and the potential to fundamentally alter the integrity of the election by distorting the final results. 

Also, a low margin of difference between the different blocs of the opposition and Georgian Dream is likely to lead to violent protests. 

Apart from the civic groups and opposition parties active in Tbilisi, other stakeholders remain on the fence ahead of the upcoming elections.

Economic actors are weak, and the majority do not have an interest in EU integration, as they are often linked to Georgian Dream or pro-Russian networks.

The largest employer is most of the regions is the public sector and there is a very strong negative clientelism (governmental repression against non-supporters). In contrast to Moldova, the Georgian diaspora that is not well engaged or very political with regard to the national elections. 

Georgian Dream is also increasingly better coordinated with Hungary in terms of domestic repression tactics and narratives on positioning itself vis-a-vis the EU, as Georgian Dream leaders are engaged in official exchanges with peers from Hungary and publicly point to it as an example of how a country should deal with the EU.

The government strives to hold on to the veneer of seeming having good relations with the West, while developing full, authoritarian control over domestic policies.

Zourabichvili looks to Poland as a key European partner. The current president wants to rally support from various EU member states in order to fund the massive reform programme she envisages for Georgia after the elections, on the assumption that opposition parties manage to gather a majority in parliament.

Supporting pro-Western trajectories in Moldova and Georgia

As domestic stakeholders showcase their preferences in pivotal elections this month for the Eastern periphery of the European Union, it is a good time for international partners to reassess their support for the Euro-Atlantic integration of Moldova and Georgia.

Firstly, international donors should increase not retreat from supporting civil society actors. The Foerign Agents Law is a testimony of how important civic actors are in providing checks and balances in their country. But, domestic actors need broader support, not just funding, and that is why initiatives of peer-to-peer exchanges and outreach, allowing for capacity and network building, are important in developing a coordinated approach and a larger  impact in society.

Civic and pro-Western political actors need to reach outside the already pro-Western bubbles of the electorate.

International donors should also increase support for media content production—from investigative journalism to raising public awareness on electoral malpractices.

New, innovative tactics of engagement with younger audiences online (such as original social media content), and rural audiences in person (for example, town hall meetings).

A large share of the population in both Moldova and Georgia remain poorly informed, disconnected from the urban pro-Western elite. Civil society and independent media should be able to work towards linking the EU-integration process to the main fears of the population: Russian aggression, rising prices and inflation, lack of economic opportunities for finding a job or growing a business. 

Non-governmental international organisations and think tanks should develop political dialogue platforms, to create a common pro-European integration agenda for as many political parties as possible.

The isolationism of many of the political parties—in power in Moldova, or in opposition in Georgia, is a larger vulnerability than the malign interference of Russia.

Photo: Maia Sandu official Facebook page.

Clara Volintiru

Clara Volintiru

Clara Volintiru is regional director, Black Sea Trust, German Marshall Fund of the United States (GMF).

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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.