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Fast and furious

The case for a two-speed Europe is more compelling than ever

February 25, 2026

6 min read

February 25, 2026

6 min read

Photo: Dreamstime.

Europe’s Schengen Area, the world’s largest passport-free travel zone, allows more than 450 million people to move freely, without border checks, between 29 countries. These days indelibly linked with the European Union (new member states are, after all, treaty-bound to eventually join), it is easy to forget that Schengen was originally a simple, inter-governmental agreement, signed in 1985 by the leaders of Belgium, France, Luxembourg, the Netherlands and what was then West Germany. The five countries entered into the Schengen Agreement separately from the rest of the European Community, given that consensus could not be reached among all member states.

Although the Schengen Agreement and its related conventions were incorporated into mainstream of European Union law by the Amsterdam Treaty of 1997, four of its current members (Iceland, Liechtenstein, Norway, Switzerland) are not EU members. Two EU members, meanwhile, do not participate: Ireland has an opt-out in order to protect its Common Travel Area with the United Kingdom, while Cyprus is committed to Schengen membership, although the Turkish occupation of the north of the island complicates the process.

Schengen is arguably the most successful example yet of EU members co-operating (at least originally) outside of European Union structures. It was, in many ways, the first example of what has become known as a ‘two-speed Europe’ (member states working together when others refuse, for whatever reason) to do so. It is a notion that in recent weeks has once again been placed on Europe’s agenda, with European Commission President Ursula von der Leyen saying earlier this month that, “While our ambition should always be to reach an agreement among all 27 member states, where a lack of progress or ambition risks undermining Europe’s competitiveness or capacity to act, we should not shy away from using the possibilities foreseen in the Treaties on enhanced cooperation.”

Her comments followed the creation in January, by the finance ministers of Germany, France, Italy, the Netherlands, Poland and Spain, of a new coalition, the E6, which wants to push for “decisive action and swift progress” in four strategic areas: capital markets, the international role of the euro, defence procurement, and supply chains.

“We are providing the impetus, and other countries are welcome to join us,” said German Finance Minister Lars Klingbeil. What he didn’t say, but clearly insinuated by omission, was that those EU member states unwilling to take part would not hold back those that are.

A well-worn path

The precedents for such arrangements are more numerous than critics like to admit. The eurozone itself is a form of two-speed Europe: 21 EU member states share a currency, while seven do not, either by choice or because they have yet to meet the criteria. Permanent Structured Cooperation (PESCO), the EU’s framework for closer defence collaboration among willing member states, has operated since 2017 without obliging all 27 to participate. The Fiscal Compact, the post-financial-crisis agreement to enforce budget discipline, was signed by 25 member states—but not Britain (then still a member) or Czechia.

What the E6 initiative and von der Leyen’s recent remarks suggest, however, is something qualitatively different: a more explicit acceptance of variable geometry as a feature rather than a bug of European integration. The EU’s treaties already provide for ‘enhanced cooperation’, a mechanism allowing at least nine member states to press ahead in areas where unanimity cannot be achieved. It has been used sparingly, and often awkwardly: the EU’s unified patent court, for instance, took years to establish through this route. What the E6 now proposes is something closer to a standing caucus of Europe’s largest economies, able to build momentum and present smaller or more hesitant members with a fait accompli.

The case for a more formalised two-speed approach is not without merit. Europe’s competitiveness has been slipping for years: Mario Draghi’s 800-page report last year laid out the scale of the challenge in forensic detail, calling for 800 billion euros in annual investment just to keep pace with the US and China. Achieving that through unanimity among 27 member states (ranging from Germany’s 4.7 trillion euros economy to Malta’s 20 billion euros one, is a project for the very patient. If the EU’s larger economies can move faster on capital markets union, defence procurement, or green industrial policy, there is a reasonable argument that they drag others along in their wake rather than waiting indefinitely for consensus to crystallise.

Stuck in the slow lane

The risks, though, are considerable. The EU’s cohesion has always rested on the belief that integration is a shared project, one in which smaller and newer members have as much at stake as the founding six. Countries such as Hungary and Slovakia, whose governments have strained relations with Brussels in recent years, are already inclined to view the bloc’s institutions as vehicles for larger-country interests. A more formalised inner circle would hand those governments a ready-made grievance. Poland, notably, is an E6 member, but its inclusion raises its own questions given that Warsaw has been one of the EU’s more assertive advocates for solidarity with eastern member states, many of which are not in the new grouping.

There is also the question of what happens to those left behind. Western Balkan candidates have long been promised the full benefits of EU membership, including the eurozone and Schengen. If the goalposts shift, and if the ‘real’ EU becomes a smaller, more integrated core, the incentive to pursue difficult domestic reforms diminishes. EU enlargement is already moving slowly and a two-speed framework risks creating a second tier of membership countries might not consider worth the wait.

Von der Leyen’s choice of words is nevertheless instructive. She spoke of using “the possibilities foreseen in the Treaties”, careful to frame acceleration as a legal option rather than a rupture. Enhanced cooperation, as defined in Article 20 of the Treaty on European Union, requires a minimum of nine member states and cannot be used to undermine the internal market or the rights of non-participating members. The E6’s ambitions, particularly around capital markets and the euro’s international role, will run up against these constraints quickly.

Speed versus solidarity

The deeper irony is that a two-speed Europe has always existed in practice. What is new is the willingness to say so openly. Whether that candour leads to a more dynamic union, or accelerates its fracture, will depend less on treaty mechanics than on whether the countries left outside the fast lane believe they will eventually be invited in. 

Schengen began as a club of five and now has 29 members. That is the optimistic reading. The pessimistic one is that Europe, already strained by war, migration and the return of great-power competition, is in no condition to afford internal division on top of everything else.

Photo: Dreamstime.

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.

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