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In defence of globalisation

Openness has become a dirty word. That's dangerous

June 13, 2025

6 min read

June 13, 2025

6 min read

Photo: Dreamstime.

Globalisation has become political kryptonite. From Poland’s newly elected president Karol Nawrocki to America’s Donald Trump, populists worldwide have used its power to denounce ‘globalists’ and their supposedly malign influence. 

The current trend of hostility toward global economic integration reflects a significant misunderstanding of both history and economics. Rather than being a villain, globalisation has proven to be humanity’s most powerful tool for lifting people out of poverty and fostering prosperity.  

It is imperative for the world to rediscover the benefits of globalisation. The evidence is overwhelming. Since 1990, more than one billion people have been lifted out of poverty, an achievement unparalleled in human history. Just eight per cent of the world’s population currently lives in extreme poverty (those living on less than 1.90 US dollars per day) compared with 38 per cent in 1990

This dramatic reduction has coincided with an unprecedented expansion of global trade and investment flows. The mechanism is straightforward: open economies grow faster. When measured in terms of real gross domestic product per capita, industrialised countries continue to be the biggest winners of increasing globalisation, while developing and emerging economies lag behind.  

Research spanning 42 economies from 1990 to 2016 found that if the globalisation index score rises by one point, this will lead to an increase of around 0.3 percentage points in the growth rate for real GDP per capita. 

Trade’s triumph 

Today’s global trading system represents one of humanity’s great collective achievements. Goods worth over 24 trillion US dollars crossed at least one international border in 2024, whilst global trade in services reached nearly 8.7 trillion US dollars in 2024.  

These flows of goods, services, capital and knowledge have transformed living standards worldwide. 

However, after adjusting baseline projections to account for the impact of recently announced tariffs and heightened trade policy uncertainty, WTO economists foresee a -0.2 per cent contraction in merchandise trade in 2025. 

The benefits of globalisation extend far beyond mere statistics. Trade allows countries to specialise in what they do best, driving down costs for consumers and spurring innovation. 

Competition from elsewhere forces domestic firms to become more efficient. Foreign investment brings not just capital but technology, management expertise and access to global markets.  

At the time of writing, about two-thirds of international trade occurs without tariffs, either because countries have chosen to reduce duties under most-favoured-nation treatment or through other trade agreements. 

The populist backlash 

Why, then, has globalisation fallen into such disrepute? The answer lies partly in legitimate grievances and partly in political opportunism.  

The financial crisis of 2008, rising inequality within many countries, and the disruption caused by technological change have created genuine hardship for many workers. Politicians have found it convenient to blame ‘globalists’ rather than address these complex challenges directly. 

Poland’s recent presidential election, which saw nationalist historian Karol Nawrocki defeat liberal Warsaw Mayor Rafal Trzaskowski, exemplifies this trend. Nawrocki’s victory represents a broader shift in developed economies towards economic nationalism. Similar movements have gained ground from Britain (Brexit) to Hungary (Viktor Orbán) to the United States (Trump’s ‘America First’ policies). 

However, this backlash often misdiagnoses the problem. The difficulties facing many Western workers stem not primarily from trade but from technological disruption, inadequate social safety nets, and education systems that have failed to adapt to a changing economy.  

The growing popularity of globalisation-critical parties and politicians in many Western industrialised countries is partly due to the fact that the benefits of globalisation are not enjoyed by all citizens of a country. 

The cost of retreat 

Those who advocate economic nationalism ignore the costs of their preferred policies. Trade wars invariably make everyone poorer. High import duties can increase costs for businesses and consumers, potentially stifling economic growth and competitiveness. 

When countries erect barriers to trade and investment, they deny their citizens access to better and cheaper goods whilst reducing incentives for their own firms to innovate. 

The Covid-19 pandemic offered a glimpse of what a less connected world might look like. Supply chains that had seemed fragile proved remarkably resilient, whilst countries that had maintained diverse trading relationships weathered the storm better than those that had not. Slowing or even a reversal of global interconnectedness between countries hurts economic growth. 

Meanwhile, the fight against global poverty continues, despite the long-term progress. In 2024 there were still some 692 million extreme poor in the world. From around 2013, progress in reducing global poverty has been slowing, on the back of sluggish economic growth. The pandemic reversed years of progress, with the number of people in extreme poverty increasing by more than 70 million between 2019 and 2020. 

This stagnation in poverty reduction coincides ominously with the recent slowdown in globalisation. Extreme poverty has become increasingly concentrated in Sub-Saharan Africa and places affected by conflict and fragility. These are precisely the regions that have been least integrated into the global economy. 

Return of the good guy 

Restoring faith in globalisation requires addressing its genuine shortcomings whilst preserving its essential benefits. Governments must do more to help workers adapt to economic change through better education, retraining programmes, and portable benefits that move with people between jobs. They should tackle tax avoidance by multinationals and ensure that the gains from trade are more widely shared. 

International institutions need reform too. The World Trade Organisation requires updating for the digital age. Global governance structures must become more inclusive, giving emerging economies a greater voice. Climate change demands new forms of international cooperation, not less. 

Economic isolationist efforts, expressed for example by protectionist measures, are made at the cost of citizens’ economic well-being. The lesson of history is clear: countries that open themselves to global markets prosper, whilst those that turn inward stagnate.  

China’s remarkable development over the past four decades exemplifies this truth, as China alone has lifted close to 800 million people out of extreme poverty through market-oriented reforms and global integration. 

Reclaiming the narrative 

The world needs to take a decision. It can choose the path of economic nationalism, with its false promises of protection from global forces, or it can recommit to the principles of openness, competition and cooperation that have delivered unprecedented prosperity.  

The choice seems obvious, yet politics often trumps (pun intended) economics. 

The task for leaders who believe in globalisation is to make its case more effectively. They must show how trade benefits ordinary people, not just corporations. They must demonstrate that diversity strengthens economies rather than weakening them. Above all, they must prove that globalisation can be made to work for everyone, not just the few. 

The importance is paramount. In an interconnected world facing challenges from climate change to pandemics to technological disruption, cooperation is not optional—it is essential.  

The alternative to globalisation is not national prosperity but collective impoverishment. Those who truly care about their citizens’ welfare will choose integration over isolation, openness over insularity. The global economy is not perfect, but it remains humanity’s best hope for a prosperous future.  

Photo: Dreamstime.

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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.