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How not to run a country

Years of populism have left Hungary poorer, more corrupt, and vulnerable

July 29, 2025

6 min read

July 29, 2025

6 min read

Photo: Dreamstime.

Viktor Orbán has spent the better part of two decades positioning himself as Europe’s canniest strongman. The Hungarian prime minister has outlasted Angela Merkel, Emmanuel Macron’s predecessors, and a parade of Brussels bureaucrats whilst constructing what he calls an ‘illiberal democracy’. Yet for all his bluster about sovereignty and civilisational struggle, Orbán now confronts a most prosaic threat: Hungary’s economy is in tatters, growth stalled in 2024, with the country tumbling into a technical recession.

The timing could hardly be worse. Parliamentary elections loom in 2026, and for the first time since Fidesz returned to power in 2010, a credible challenger has emerged in the form of Péter Magyar, whose Tisza party now leads in the polls. Orbán’s economic chickens, it seems, have finally come home to roost.

The price of Putin’s friendship

Hungary is the only nation in the European Union and NATO where Russian fossil fuel and nuclear energy support the operations of Chinese battery factories, which, in turn, supply products used in German luxury cars. This Rube Goldberg contraption of economic dependency perfectly encapsulates the strategic muddle that Orbán calls foreign policy.

His stubborn defence of Russian energy ties has repeatedly put him at odds with EU sanctions, forcing Brussels into elaborate diplomatic contortions to maintain unity. When Ukraine terminated its gas transit agreement with Russia in January, Orbán’s government panicked, demanding EU guarantees on energy security before agreeing to renew sanctions.

Such dependency would be embarrassing for any European leader; for one who styles himself a champion of sovereignty, it borders on the farcical.

The economic costs have been severe. Orbán promotes the false thesis that financial problems are solely due to EU sanctions, ignoring the impact of the pandemic and Russia’s deliberate manipulation of gas prices. Yet Hungary endured the worst inflationary surge in the European Union following Russia’s invasion of Ukraine, with price rises peaking at over 25 per cent in early 2023.

The populist’s dilemma

Orbán’s domestic strategy has been to shower voters with largesse whilst blaming external forces for the inevitable fiscal hangover. Hungary spends an unaffordable 6.2 per cent of GDP on family support measures—’outstanding in an international comparison’, as the government boasts. These include subsidised mortgages for families with three children, subsidies for large families purchasing seven-seater cars, and lifetime personal income tax exemptions for mothers with three or more children.

Such profligacy would barely be sustainable in boom times. But Hungary’s budget deficit remains elevated at 4.6-4.9 per cent of GDP, whilst the debt-to-GDP ratio is projected to reach 74 per cent this year. The European Union has already triggered its excessive deficit procedure, a bureaucratic way of saying Budapest has spent far beyond its means.

The irony is exquisite. A leader who rails against Brussels’ fiscal rectitude has created the very conditions that invite EU intervention. Around 17.9 billion euros in EU funds remain frozen—9.5 billion euros in Covid-19 recovery funding and 8.4 billion euros in cohesion funds—creating a vicious cycle where Hungary’s isolation breeds the economic distress that fuels further populist rhetoric. Adding insult to injury, one billion euros of the frozen funds permanently expired at the end of 2024, money that can never be recovered.

Crony capitalism as economic policy

Perhaps most damaging has been the systematic degradation of Hungarian institutions. Hungary ranked as the EU’s most corrupt country in 2024 according to the Corruption Perceptions Index, with corruption reportedly adding 20-25 per cent to public procurement costs. This is ‘Orbanomics’ in action: an economy characterised by crony capitalism, where loyalty to the government and reliance on a small set of favoured businesspeople are often the deciding factors.

There are grumblings from small businesses, less than pleased at the way Orbán’s government has prioritised foreign direct investment from significant global corporations.

Whilst BMW and BYD factories may provide photo opportunities, they do little for Hungary’s indigenous entrepreneurial class, which finds itself crowded out by a system that rewards political connections over commercial merit.

The Magyar insurgency

Into this economic malaise has stepped Péter Magyar, a former Fidesz insider whose defection reads like something from a political thriller. The estranged husband of former Justice Minister Judit Varga, Magyar has turned whistleblower, revealing what he alleges is rampant corruption at the heart of the Hungarian government. In the European Parliament elections last year, his Tisza party secured 30 per cent of the vote, becoming the most potent opposition force since Fidesz’s return to power.

Magyar’s rise reflects something more profound than mere political opportunism. Low salaries were the most pressing issue for Hungarians in 2024, with only four per cent of respondents saying their financial situation had improved.

After years of culture-war distractions, Hungarian voters appear to be rediscovering their interest in mundane matters like purchasing power and economic competence.

A cautionary tale

Orbán’s travails should serve as a warning to populist leaders elsewhere. Authoritarian theatrics and civilisational rhetoric can carry a politician far, but they cannot indefinitely substitute for economic performance. The prime minister predicted that, “2025 will be the best year ever,” pledging economic growth of three-six per cent. Given growth for 2025 is forecast at around 0.8 per cent, this is a promise so rosy even some of his own advisers doubt it.

The Hungarian experiment in ‘illiberal democracy’ was always a contradiction in terms. What Orbán has actually constructed is an illiberal economy—one where political loyalty trumps market efficiency, where international isolation breeds domestic stagnation, and where short-term populist fixes create long-term structural problems.

As Hungary finds itself ‘no longer a full democracy‘ according to EU assessments and ranking 54th in the Economist Democracy Index, behind Mongolia and the Dominican Republic, the country faces a choice between doubling down on decline or embracing the boring virtues of democratic capitalism.

Other would-be strongmen would be wise to study Budapest’s reckoning. Economic gravity, it turns out, applies even to those who claim to have transcended liberal democratic norms. Orbán may have perfected the art of political theatre, but he has arguably never mastered the more prosaic challenge of actually governing. That oversight may yet prove his undoing.

Photo: Dreamstime.

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.