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From coal mines to creative hubs

Eastern European cities are reinventing urban transformation

February 10, 2025

6 min read

February 10, 2025

6 min read

In much of Central and Eastern Europe, urban landscapes are often overlooked. Beyond a handful of star attractions—Prague’s fairytale skyline or Kraków’s storied old town—many places fade into a kind of aesthetic obscurity. 

Even in a city with undeniable historical significance like Kraków, few venture outside its UNESCO-protected centre to districts like Nowa Huta, which, while historically meaningful, hardly exude the charm that travellers tend to seek. 

This leaves a persistent narrative: that the region’s cities are too often utilitarian rather than inspiring. 

Yet a quiet renaissance is reshaping this perception. Cities once primarily known for their industry or their communist-era architecture are reinventing themselves. 

Poland’s Łódź and Katowice, for example, have emerged as creative hubs, repurposing old factories and mines into art centres, design venues, and cultural hotspots. 

“This region was once heavily tied to the mining industry,” says Marcin Krupa, mayor of Katowice. 

“It was necessary to find solutions to ensure that the transformation did not come with high social costs. From our experience, the key to successfully implementing a transformation lies in identifying a realistic and achievable idea and consistently pursuing it. When the idea of building a Culture Zone in Katowice was first proposed, there were voices of opposition, but today no one remembers them.” 


The Culture Zone is now inextricably associated with Katowice and serves as a flagship for the capital of the Silesian Voivodeship. Moreover, it has not only contributed to the development of Katowice itself but also attracts visitors from across the region and the world, as seen during events like COP 24 or WUF 11. 

“It is also important to remember that the economy is a system of interconnected vessels,” adds Krupa. “Hosting major events has made Katowice increasingly recognised globally. More visitors come to us as part of business tourism. One decision—the construction of the Culture Zone—has thus triggered a series of changes. It is essential to view your idea globally.” 

Today, Katowice is on the verge of another major investment. 

“We aim to build a gaming and technology hub that will be a place for the development of modern technologies connected to the broadly understood esports industry,” says Krupa. 

“This is a bold vision that we hope will become another driving force in the city’s history.” 

Making a city attractive for investors

It’s a similar story in Łódź, another city which has proven that industrial heritage can lay the foundation for a modern, dynamic future. 

“Our success comes from balancing respect for history, engaging citizens, and investing in future-focused infrastructure,” says the city’s mayor, Hanna Zdanowska. 

“In Łódź, we do not compete with other cities for investors—our priority is to create comfortable conditions for permanent living in Łódź. By ensuring a high quality of life, we naturally draw businesses and entrepreneurs. 

“A key lesson we’ve learned is that revitalisation must be inclusive and comprehensive. The Municipal Revitalisation Programme brought together public and private stakeholders to restore historic buildings, streets, and green spaces while involving residents. This approach preserved the city’s identity and improved residents’ quality of life.”  

Reimagining post-industrial spaces has also been crucial. Projects like Manufaktura, Monopolis, and EC-1 are successful examples of mixed-use developments that combine history and innovation, creating vibrant cultural, business, and social centres. 

Manufaktura, Łódź. Photo by Yevheniia on Unsplash.

Strategic infrastructure investments, such as the Central Communication Port (CPK), high-speed railway (KDP), and a cross-city tunnel, will meanwhile provide Łódź with better connectivity to key European markets. 

“We have also learnt that a city must remain green and liveable. By renaturing rivers, creating parks, and modernising public spaces, we’ve improved both the environment and quality of life,” adds Mayor Zdanowska. 

The green transition is about more than reducing carbon emissions 

The stories of Łódź and Katowice show that industrial cities can embrace the future without losing their soul. Bulgaria’s Stara Zagora is another city which sees opportunities in its own reinvention and transformation. 

Long an industrial powerhouse, Stara Zagora is currently undertaking an ambitious journey of reinvention inspired by the transformative stories of Katowice and Łódź. In line with global trends in sustainability, creativity, and economic diversification, Stara Zagora is redefining its role as a regional leader in innovation and renewal. 

The city is developing a sustainable entrepreneurial ecosystem to encourage innovation and retain young talent in the region, while providing alternative opportunities for employment creation. 

It is also establishing industrial zones to attract high-value-added industries in the fields of ICT, renewable energy, and infrastructure equipment, and is building green infrastructure and implementing sustainable urban projects to enhance the region’s liveability and environmental resilience. 

As part of its commitment to diversification and the green economy, Stara Zagora is transitioning from a coal-dependent economy to one that is carbon-neutral. This shift is creating new opportunities in renewable energy, energy efficiency, and green technologies. But, “our green transition is about more than reducing carbon emissions,” says Zhivko Todorov, mayor of Stara Zagora. 

Stara Zagora

“And the European Union is supporting our efforts. With an allocation of 1.2 billion euros, the EU is supporting a just climate transition for Bulgaria’s coal regions. Among these, the district of Stara Zagora is by far the biggest and most affected by the coal transition.  

“EU funding will support the region’s citizens in the transition to a green economy with new job opportunities. the fund will support the diversification of the local economy by investing in small and medium-sized enterprises (SMEs) and in research and development (R&D) related to the circular and climate-neutral economy.” 

“Now our goal is a resilient and diversified economy. The district has a strong tradition in engineering and industrial innovation,” he adds.  

Heritage and innovation

Indeed, it could be argued that the tradition dates back almost 50 years. 

“This tradition is being channeled into emerging sectors like renewable energy and IT, thanks to specialised educational institutions and vocational training centres that ensure a steady supply of skilled professionals.” 

“With this blend of strategic planning, robust infrastructure, a skilled workforce, and a commitment to sustainability, Stara Zagora is fast becoming one of Bulgaria’s most attractive investment destinations. We’re creating an environment where businesses can thrive,” says Todorov, “and that’s what makes Stara Zagora stand out.” 

Such reinventions may not erase decades of industrial soot, but they do promise a future that intertwines heritage with innovation.  

As Katowice’s Culture Zone hums with global events, Łódź polishes its factories into creative showcases, and Stara Zagora races toward a carbon-neutral tomorrow, the lesson is plain: Europe’s erstwhile industrial backwaters are fast turning into its most surprising wellsprings of creativity and growth.

Reinvantage Insight

Reinvantage Insight

The byline Reinvantage Insight is used to denote articles to which several members of the Reinvantage insight and analysis team may have contributed.

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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.