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Factory settings

Are Europe's 'AI factories' just rebranded supercomputers?

October 23, 2025

6 min read

October 23, 2025

6 min read

Photo: Dreamstime.

The European Union has discovered a new weapon in its battle for technological relevance: the AI factory. Brussels plans to deploy at least 15 such facilities by 2026, backed by 10 billion euros in public funds. A further 20 billion euros is earmarked for five ‘AI Gigafactories’ housing more than 100,000 AI processors each. Commissioners speak of “dynamic ecosystems” that will unite computing power, data and talent.

Europe, they promise, will become the world’s hub for trustworthy artificial intelligence.

Strip away the rhetoric and the picture loses its gloss. An AI factory is, in layman’s terms, a supercomputing centre that has been optimised for machine-learning workloads and opened to start-ups. Think of it as Infrastructure-as-a-Service with a catchier name. The EU already boasts world-class supercomputers such as Spain’s MareNostrum 5 and Germany’s JUPITER, historically used for weather modelling and particle physics.

Now these machines—or rather, upgraded versions of them—will be repurposed to train large language models and other AI systems. European start-ups will get ‘privileged access’ to chip time. A one-stop shop will provide support services. Innovation will bloom.

Intellectual capture

Or so the theory goes. The reality may prove less inspiring. For one thing, the terminology is misleading. Jensen Huang, chief executive of Nvidia, has spent the past year evangelising about AI factories—data centres stuffed with his company’s graphics processing units (GPUs), churning out intelligence on demand. His vision is less about public infrastructure than private profit. That Brussels has adopted the same language suggests a degree of intellectual capture.

More worrying is the track record of similar initiatives elsewhere. After ChatGPT’s debut in late 2022, China made AI infrastructure a national priority. Local governments raced to build ‘smart computing centres’, with over 500 announced by 2024 and at least 150 completed. Chinese news outlets now report that up to 80 per cent of this newly built capacity sits idle. Many projects were driven by subsidies and cheap electricity rather than genuine demand. The industry has left a trail of empty buildings and unprofitable ventures.

Europe’s planners insist their approach differs. The AI factories will leverage existing supercomputing infrastructure, they say, rather than building from scratch. Academic rigour will temper commercial exuberance. Yet questions persist. AI hardware becomes obsolete with alarming speed—Nvidia releases new chip architectures every six to nine months. Data centres built in 2024 are already unsuitable for today’s most demanding workloads.

Why build massive infrastructure at all?

The costs extend beyond silicon. High-speed interconnects—the networking fabric that ties thousands of processors together—can account for 15 per cent of capital expenditure in large GPU clusters. Power and cooling requirements are extreme. Some facilities are exploring liquid cooling at pressures and temperatures never before seen in commercial data centres.

Then there is the utilisation problem. Training a large AI model requires enormous computational resources for weeks or months. Once training concludes, however, the hardware often sits idle. Unlike database servers that hum along 24 hours a day, AI training infrastructure experiences feast and famine. This makes the economics precarious. As one industry executive put it, companies are “losing money because of these efforts” to keep pace with the latest chips.

The emergence of DeepSeek, a Chinese start-up, further complicates the picture. Earlier this year DeepSeek released an open-source AI model that rivals OpenAI’s offerings whilst using far fewer resources. At 0.10 US dollars per million tokens—compared with OpenAI’s 4.40 US dollars—DeepSeek demonstrated that clever algorithms can substitute for brute computational force. The revelation rattled the industry. Microsoft cancelled American data-centre leases. The question became unavoidable: if you can train competitive models more efficiently, why build massive infrastructure at all?

Europe’s AI start-ups do face genuine constraints. Private investment in AI reached 292 billion euros in America in 2024, 88 billion euros in China and just 43 billion euros in the EU. Access to cutting-edge compute remains a bottleneck for small firms trying to train proprietary models. The AI factories address this by providing free access to supercomputing time for approved projects—a sensible use of public infrastructure.

Don’t break anything

The devil, however, lurks in the details. Start-ups seeking access must demonstrate they are developing ‘ethical and responsible’ AI aligned with European values. Translation: only those deemed sufficiently trustworthy by Brussels need apply. Given the EU’s fondness for regulation—the AI Act categorises systems by risk level and imposes stringent requirements on high-risk applications—one wonders whether the most innovative firms will bother with the bureaucratic maze. Silicon Valley’s move-fast-and-break-things ethos sits uncomfortably with Europe’s precautionary approach.

The broader question is whether pouring billions into AI infrastructure tackles Europe’s real problems. The continent has world-class researchers and universities. What it lacks is a thriving ecosystem for scaling companies. Regulatory burdens, fragmented markets and risk-averse capital conspire to keep startups small. No amount of supercomputing time will change that. America’s AI dominance rests not on superior hardware but on a willingness to fund ambitious bets, tolerate failure and allow successful firms to grow rapidly.

There is also an environmental reckoning to consider. Data centres worldwide are projected to emit 2.5 billion tonnes of CO2 by 2030. The supercomputing industry is particularly carbon-intensive. Many facilities are being built in regions already vulnerable to rising temperatures, compounding heat risks for nearby communities. Water usage poses another concern—xAI’s Memphis supercomputer faced criticism for its impact on local aquifers. Europe’s AI factories will face similar scrutiny, particularly as the bloc pursues ambitious climate targets.

Europe’s deeper challenges

None of this means AI factories serve no purpose. Pooling computational resources makes sense for a continent that lags in private AI investment. Providing start-ups with access to expensive hardware could level the playing field, at least marginally. But calling them ‘factories’ overstates their novelty and importance. They are shared supercomputers with some extra GPUs and a friendlier booking system. Useful? Perhaps. Revolutionary? Hardly.

The danger is that politicians will declare victory once the facilities are operational, without addressing the deeper challenges facing European tech. As one Chinese data-centre executive observed after his country’s AI infrastructure boom went bust, “what stands between now and a future where AI is actually everywhere is not infrastructure any more, but solid plans to deploy the technology.” Europe would do well to heed that lesson. Building AI factories is the easy part. Building AI companies that matter will require harder choices about regulation, risk and what kind of innovation the continent truly values.

Brussels may discover that in the race for AI supremacy, having the fanciest facilities matters less than having the freedom to use them.

Photo: Dreamstime.

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis 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.