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Preparing CEE’s young for the future

Strong regional cooperation could help weaker educational systems catch up

April 2, 2025

6 min read

April 2, 2025

6 min read

In 1989, a surge of optimism swept through Eastern Europe as walls fell and borders opened. More than three decades later, the region faces a different reinvention: preparing a generation for a future dominated by artificial intelligence, digital upheaval, and rapidly shifting job markets.

Central, South and Eastern European countries, once proud standard-bearers of rigorous but inflexible education systems, must now pivot swiftly. Some are succeeding spectacularly; others stumble, bogged down by tradition and bureaucracy.

The stakes are high—failure means not merely falling behind, but slipping irretrievably into economic irrelevance. The future is already here, and the region’s schools are racing to catch up.

Policy shifts: Shaking off the past

Over the last decade, policymakers across Central and Eastern Europe have grasped the urgency of reforming their education systems. Rigid Soviet-era curricula are giving way to adaptive, skills-focused education.

In Hungary, Poland, and Czechia, initiatives aimed at boosting digital literacy and fostering entrepreneurial mindsets have appeared prominently in recent policy papers. Estonia, long heralded as emerging Europe’s digital leader, has successfully embedded technology deeply into education at every level, providing a model that others in the region watch closely—and sometimes envy.

Yet, the momentum is uneven. Romania, Bulgaria, and Slovakia lag behind. Bureaucratic inertia, frequent political changes, and insufficient funding create barriers that hamper meaningful educational reform. Ambitious plans are announced, only to vanish into administrative oblivion.

Effective policy in this sphere demands consistent long-term vision, something often scarce in turbulent political climates.

Skills for the future: Beyond traditional learning

At the heart of contemporary reforms lies the recognition that rote learning and memorization—the old trademarks of Eastern European schooling—no longer suffice. Skills in STEM (science, technology, engineering, and mathematics), digital fluency, and entrepreneurship are increasingly paramount.

According to the European Commission, 90 per cent of future jobs will require digital competencies, yet currently only half of Eastern European youth report having sufficient digital skills.

Estonia leads by example, incorporating coding into primary school curricula as early as first grade, with the state-backed Tiger Leap initiative—a visionary policy that puts tablets and laptops directly into classrooms.

Not to be outdone, Czechia’s Strategy for Education Policy 2030+ emphasises creativity, problem-solving, and digital competence.

Poland, too, has placed entrepreneurial education front and center, integrating it into its national curriculum and offering resources through startup incubators in high schools, connecting students directly with real-world innovation.

Leading the charge

Estonia’s educational triumph is anchored in decades of strategic planning, robust investment, and consistent governance.

Its globally recognised ‘e-Estonia’ brand has transformed education, equipping students not merely with devices, but with critical thinking and adaptability skills vital for thriving in a digital world. Teachers, empowered by training programmes and generous salaries, are respected professionals—not mere civil servants—as is often the case elsewhere in the region.

Just last month, Estonia announced that it will become the first nation to integrate AI products into its entire secondary education system through a groundbreaking partnership with OpenAI and Anthropic, two leading AI providers.

Czechia has carved out its own path through successful public-private partnerships and pragmatic policy-making. Initiatives connect secondary school students with local entrepreneurs, fostering innovation and practical skills.

In Warsaw and Krakow, Polish schools also benefit from close collaboration with tech giants and start-ups, providing internships and mentorship programmes. These links make education directly relevant to the job market, a crucial bridge that is still lacking elsewhere.

Where does the region stumble?

Despite these impressive examples, Central and Eastern Europe’s educational landscape remains patchy. Funding disparities remain stark—while Estonia invests over six per cent of GDP into education, Romania hovers around three per cent. Teachers in these nations endure low salaries, outdated training, and poor professional esteem, all contributing to an exodus of talent to better-paying sectors or abroad.

Moreover, resistance to reform is palpable. In Slovakia, attempts to introduce greater flexibility and digital training have encountered fierce opposition from entrenched bureaucracies and teachers wary of change.

Traditionalist pedagogical methods remain deeply embedded in places where educational establishments cling stubbornly to the past, seeing innovation as an unwelcome disruption rather than an opportunity.

Pathways to progress

For the region’s education systems to match ambition with reality, several key actions are necessary. First, countries need sustainable investment. It’s tempting for governments to chase immediate political wins by pouring money into short-term projects, but meaningful change demands persistent financial commitment over years, even decades.

Second, Central and Eastern European states should prioritise teacher development. This includes better pay, continuous training in cutting-edge educational techniques, and increased professional autonomy. Estonia’s example proves that well-compensated, respected teachers are indispensable for educational excellence.

Third, stronger regional cooperation could help weaker educational systems leapfrog developmental stages. Czechia’s best practices, Estonia’s technological innovations, and Poland’s entrepreneurial zeal can be shared more widely through structured forums and partnerships. A collaborative approach, bolstered by EU funds, could narrow the divide dramatically.

Lastly, transparency and accountability in policy implementation matter immensely. Too often, impressive strategies on paper are sabotaged by poor governance or weak execution. Regular evaluation, public scrutiny, and active stakeholder engagement—parents, employers, and civil society—could help turn visionary policies into reality.

A crucial turning point

Central and Eastern Europe’s educational challenges are not insurmountable. Estonia, Czechia, and Poland offer powerful proof that strategic clarity, sustained investment, and political stability deliver results.

However, their neighbours must recognise that tinkering at the edges won’t suffice. In a world where knowledge economies increasingly dominate, half-hearted reforms risk condemning young people to outdated education systems unfit for the demands of the future.

The real competition is not within the region—it is global. With Southeast Asia and Western Europe investing aggressively in educational innovation, Central and Eastern Europe must act decisively. There is ample talent and willingness to change, as evidenced by pioneering programs scattered across the region. The question is whether political will and vision will catch up with ambition.

Ultimately, the region faces a simple yet stark choice: embrace educational reform wholeheartedly or face a generation ill-equipped for tomorrow’s opportunities. The clock is ticking. Central and Eastern Europe cannot afford another decade spent catching up; it must leap forward now.

Photo by Krišjānis Kazaks 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.