AI is here—reinvention is not optional
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Baltic start-ups, African talent

How a Baltic initiative is tapping Africa for ICT professionals

February 17, 2025

5 min read

February 17, 2025

5 min read

Europe’s talent shortage isn’t just a statistic. It’s a warning sign. Right now, 84 per cent of occupations in the EU face gaps in at least one member state, according to the European Employment Service EURES. Construction and engineering crafts, healthcare, and ICT are the most affected sectors.

That’s not a small crack in the system—it’s a fault line threatening the region’s competitiveness. But look closer, and you’ll find fresh ideas brewing in unexpected places. 

Demand for engineers, healthcare professionals, and ICT specialists is skyrocketing, driven by ageing populations and rapid technological changes. Automation might fill part of the void; re-skilling and upskilling programmes could close some of the gap.  

Yet the challenge remains: Will Europe reinvent quickly enough to stay relevant, or watch as industries stall for lack of human capital? 

One emerging answer points outside the EU: global partnerships and talent exchanges. These aren’t pie-in-the-sky gestures. They’re real strategies that link Europe’s future to professionals from beyond its borders.  

The Digital Explorers initiative showcases how it works in practice. Funded by the European Commission, the programme connects Baltic companies with tech specialists from Kenya, Nigeria, and Armenia.  

It sends interns to Estonia and Lithuania, fosters remote collaboration from Africa, and promotes an in-person transfer of skills. Think of it as forging global connections that yield immediate business results, not vague intentions. 

Like-minded ecosystems 

“Digital Explorers is first and foremost about individual journeys of tech talents connecting our like-minded ICT ecosystems,” says Žilvinas Švedkauskas, managing director at OSMOS, the Vilnius-based think-and-do tank behind the project.  

He isn’t looking for quick wins—he’s aiming to build deeper links that could reshape Europe’s tech scene for the long haul. Since launching its second edition in 2023, Digital Explorers has placed Kenyan interns in Baltic start-ups, trained more than a hundred budding software engineers in Africa, and opened a channel that goes both ways. 

This isn’t conventional recruitment. It’s a reinvention of how Europe sees incoming talent. Švedkauskas points to a broader vision: individuals come for the internships, but they leave behind lasting partnerships between companies and entire communities. That’s impact measured not just in headcount, but in the trust and knowledge that keep on spreading, one coder or data analyst at a time. 

The second big idea is local agility. The Baltic region has a mature start-up ecosystem—Estonia alone has given us several tech unicorns. But even well-established hubs need fresh insights.  

As Mercy Kimalat, CEO of the Association of Startup and SME Enablers of Kenya (ASSEK), explains: “The start-up ecosystem in the Baltics is impressively mature and stable, but it still needs to continue to grow and innovate. This is where global partnerships, fresh talent, and ideas could really benefit us all.”  

Kimalat acknowledges the hurdles both Kenya and the Baltics have faced, from inflation to regional political tensions. But connecting two distant ecosystems reveals how each navigates adversity and keeps forging ahead. 

A two-way street 

Sharpening that connection involves more than just visas and flights. Immigration regulations can be slow or restrictive, turning a promising partnership into a bureaucratic dead end.  

Švedkauskas admits there’s “a lot of advocacy and informed persuasion still to be done”, even as the initiative wins fans on both continents. That’s why a group of thirteen tech ecosystem leaders from Kenya, Nigeria, and Armenia are currently in the Baltics shadowing local tech companies.  

They are sharing the daily grind, hunting for genuine collaboration opportunities, and seeing up close how Europe’s regulatory frameworks work in practice. 

One of these visitors is Ruben Osioyan, CEO of the Science and Technology Angels Network in Armenia (STAN).  

He sees Digital Explorers as a “promising foundation for future growth”. Armenia’s growing tech sector might benefit from forging closer links with a region that knows how to transform good ideas into strong exports.  

Meanwhile, the Baltics could learn from Armenia’s approach to pushing innovation under intense resource constraints. It’s a two-way street, which is exactly how the programme intends it. 

The long game 

Digital Explorers began in 2019 with about 50 young Nigerian and Kenyan ICT talents placed in Baltic companies. More than 60 received advanced data analytics training or paid traineeships in Nigeria, Kenya, and Armenia.  

Now, in its second edition, the venture is co-implemented by OSMOS, Latvian Startup Association Startin.LV, and the Estonian Centre for International Development (ESTDEV).

Each player focuses on a different angle—policy research, on-the-ground training, or scaling successful pilots into broader projects. 

But the real story isn’t just about bridging skill gaps; it’s about forging a sharper, more interconnected tech community. Europe’s labour shortages won’t vanish overnight, even with increased automation and reskilling drives.  

But these global partnerships offer more than short-term fixes. They have the potential to reshape how Europe finds talent, how it trains and keeps professionals, and how it engages with fast-growing tech hubs elsewhere. 

Part of Europe’s future might hinge on its ability to welcome innovators from different cultures, let them thrive, and send them home with a network that continues to deliver returns.  

That’s not a quick fix—it’s a long game. But every data analyst placed in a Lithuanian start-up, every engineer forging new tools in Nairobi for a Baltic partner, every new spin-out co-created across continents—these are steps that move the EU beyond easy slogans and straight into real execution. 

Europe can’t afford complacency. It needs fresh perspectives, big ideas, and the willingness to try something different. Talent exchanges aren’t just beneficial for local hiring managers looking to plug gaps. They can spark broader reinvention—turning Europe’s labour shortfall into a catalyst for global ties, deeper innovation, and a tech sector primed for tomorrow’s demands.  

That’s how you build a stronger, more resilient Europe: one real collaboration at a time. 

Photo by Oscar Omondi on Unsplash

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.