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Beyond the barn

Policymakers must stop sidelining agriculture if they want sustainable, inclusive growth

October 10, 2024

7 min read

October 10, 2024

7 min read

There must be few, if any, recorded cases of anyone ever declaring farming sexy. In government, be it at local, national, or European Union-level, the agriculture portfolio is usually seen as a good one to avoid, a notion rooted in both the perceived (lack of) prestige of the position and the challenges associated with managing the sector’s various stakeholders. 

Agricultural policies tend to involve complex, long-term issues such as land reform, climate change, rural development, and food security. These problems often require multi-year strategies, making it difficult for politicians to deliver quick wins or results that can be easily showcased to the public. 

Indeed, compared to digitalisation, AI, IT, fintech, and automotive manufacturing, which tend to dominate discussions about economic growth and innovation across Central and Eastern Europe, agriculture retains a low profile and, often, is a low priority for governments. 

This is an opportunity missed, for agriculture is the region’s quiet (if not quite sleeping) giant. While it may lack the glamour of tech start-ups or high-value manufacturing, the agricultural sector is of vital importance to the region’s economy, accounting for a significant share of GDP in several countries.  

Its modernisation and expansion represent an underappreciated opportunity for innovation, investment, and sustainable development that could reshape not only the regional economy but also Europe’s food security landscape. 

The backbone of the economy 

Agriculture in CEE is much more than a legacy industry; it remains a vital economic driver. In countries like Romania and Bulgaria, the sector accounts for roughly four-five per cent of GDP—significantly higher than the EU average of 1.5 per cent.  

Even in more industrialised nations like Poland and Hungary, agriculture’s contribution to GDP is still notable, hovering around two-three per cent. The sector employs millions across the region, from large-scale agribusinesses in Poland to family farms in Romania. 

For many rural communities, agriculture is the primary, and sometimes only, source of employment, making it a key factor in social stability and local economies. 

Yet despite this significant role, agriculture has historically received less policy and investment attention than it needs.  

The EU’s Common Agricultural Policy (CAP) provides funding and subsidies, but these are often seen as mere safety nets to preserve the status quo (and placate the continent’s notoriously rowdy farmers) rather than springboards for innovation.  

While tech start-ups secure venture capital and automotive firms receive government incentives, the agricultural sector struggles with issues like fragmented land ownership, outdated equipment, and low productivity.  

To put it in Silicon Valley terms, agriculture is ripe for disruption. 

Innovation under the radar 

Not that the sector is entirely without innovation. A number of CEE firms are leading the charge in agricultural innovation, leveraging technology to solve some of the sector’s most persistent problems.

One of these is Poland’s SatAgro, which has developed a satellite-based monitoring system that allows farmers to optimise water usage, reduce fertiliser application, and better manage crop health. This kind of precision agriculture is crucial in a region where productivity still lags behind Western Europe. 

Similarly, Lithuania’s Agrokoncernas is pioneering the use of drones and artificial intelligence to detect crop diseases before they spread, potentially saving farmers millions in lost revenue.  

These technological advancements are not only improving yields but are also making farming more sustainable by reducing the need for chemical inputs and conserving natural resources. 

Governments are beginning to recognise the potential of such innovations. Poland, for example, offers tax incentives for agricultural technology companies, and Hungary is rolling out grants aimed specifically at digitalising rural areas.  

The EU, too, has begun to shift its funding focus under the latest CAP, emphasising sustainability and technology adoption as pillars for future support.  

Agriculture as an opportunity, and challenge 

Albeit achingly slowly, this emerging wave of agri-tech innovation across CEE has started to attract the attention of venture capital and private equity firms.  

Recent data shows a noticeable uptick in agricultural investment in the region. According to the European Investment Bank (EIB), agricultural investments in CEE totalled over three billion euros in 2023, with a growing portion directed towards technology-driven projects. 

These investments are significant not just for their monetary value but also for their potential to create ripple effects across the regional economy.  

By modernising agriculture, CEE countries can boost productivity, improve rural living standards, and even address the issue of brain drain by creating high-skilled jobs in rural areas prone to both internal and external migration. 

The agriculture sector in CEE presents numerous opportunities for growth and development. The region’s vast arable land—estimated at over 100 million hectares—offers significant potential for expanding both traditional farming and innovative practices like organic agriculture and regenerative farming.  

The EU’s Green Deal and its ambitious Farm to Fork strategy aim to make European agriculture more sustainable, and CEE can play a pivotal role in achieving these goals. 

However, significant challenges must be addressed to unlock this potential fully. Land fragmentation remains a major issue, especially in countries like Romania and Bulgaria, where many farms are small, family-run operations that lack the scale needed for large-scale mechanisation or investment in advanced technology. Policies that encourage land consolidation or cooperative farming models could help overcome this barrier. 

Labour shortages also present a challenge. As young people migrate to cities or Western Europe in search of better opportunities, rural areas are left with aging populations who struggle to adopt new technologies. Governments should therefore consider incentives for young entrepreneurs to start farming businesses, possibly through grants, low-interest loans, or training programs. 

Imperative sustainability 

Europe’s agricultural sector faces an imperative to transition towards more sustainable practices.  

Climate change poses significant risks to food security, as extreme weather events like droughts and floods – such as those witnessed last month in Poland and parts of the Western Balkans – become more frequent.  

This is particularly relevant for CEE countries, where climate volatility can severely disrupt agricultural output. A modern, sustainable agrifood sector is essential to mitigate these risks. 

The shift toward sustainability is also being driven by consumer preferences. Across Europe, there is growing demand for organic products and foods produced with a lower carbon footprint. CEE is well-positioned to capitalise on this trend, thanks to its relatively unspoilt natural environment and the lower intensity of its agricultural practices compared to Western Europe.

Scaling up organic farming, investing in regenerative agriculture, and adopting agroforestry practices could offer CEE countries a competitive edge in the European market. 

Agriculture’s strategic role 

As the EU looks to the future, it is clear that a thriving, modern agricultural sector is essential not just for food security but also for economic and social stability. The war in Ukraine has highlighted Europe’s vulnerabilities when it comes to food and energy supplies, making the case for a robust agricultural sector even stronger.  

For CEE countries, investing in agriculture is not just about economic growth; it’s about ensuring resilience in the face of global uncertainties. 

To harness agriculture’s full potential, CEE governments, businesses, investors, and the EU must work together to foster innovation, streamline regulations, and provide the necessary financial and technical support.  

The recent uptick in agricultural investments is an encouraging sign, but there is still much to be done to ensure that agriculture is not just a relic of the past but a cornerstone of the region’s future.

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis 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.