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Give and take

Mutual recognition between Serbia and Kosovo: How do we get there?

June 17, 2024

6 min read

June 17, 2024

6 min read

The US Ambassador to Kosovo, Jeffrey Havener, recently stated that, “The conclusion of this process [the dialogue between Kosovo and Serbia] must be recognition between the two countries, because anything less than this does not fulfil the vision we have for a complete, free, prosperous and peaceful Europe.”

The problem is that both sides need to make concessions to mitigate their differences and achieve mutual recognition. However, they must agree in advance that the purpose of the negotiating process, the ‘give-and-take’, must lead to mutual recognition.

The failure of past negotiations is primarily attributed to two aspects: first, the EU, as the mediator, did not insist on the need for reciprocal measures, especially on Serbia’s part, to advance the negotiating process. Second, as President Aleksandar Vučić stated repeatedly, Serbia will not recognise Kosovo, irrespective of the changing circumstances.

What would it take to persuade Vučić to change his position, given that he knows full well that Kosovo’s sovereignty is irrevocable?

Vučić also knows that Serbia’s prospective membership with the EU, which he seeks, will be impossible unless Serbia and Kosovo recognise each other. Refusing to recognise Kosovo clashes with his interest in joining the EU.

Nevertheless, he chose to stick to his principle due to some aggregating circumstances, including the objection by Russia’s Putin, with whom Vučić wants to maintain strong ties, awaiting to secure major concessions from Kosovo, a lack of concerted pressure from the EU, his sense that he has the upper hand because Kosovo needs Serbia’s recognition more than the other way around, and finally, a lack of urgency to join the EU.

The Franco-German plan ‘Belgrade-Pristina Dialogue: Agreement on the path to normalisation between Kosovo and Serbia’, presented on February 27, 2023, contains all the elements that, if implemented, would have led to mutual recognition.

Although Vučić and Kosovo Prime Minister Albin Kurti agreed to adopt the plan, they refused to sign it. The Germans and the French stated that both sides had committed to executing the plan and that their verbal commitment was presumably sufficient. Now we know neither side made any significant move to implement any of the plan’s provisions.

Since then, not only has there been no progress in the dialogue between the two countries, but the relationship has further deteriorated. In some ways, the EU leaned much heavier on Kurti than on Vučić, particularly on the fundamental issue of the municipality association, to break the impasse.

Strained relations

Article 7 of the Franco-German plan called on, “Both Parties [to] commit to establish specific arrangements and guarantees, in accordance with relevant Council of Europe instruments and by drawing on existing European experiences, to ensure an appropriate level of self-management for the Serbian community in Kosovo and ability for service provision in specific areas, including the possibility for financial support by Serbia and a direct communication channel for the Serbian community to the Government of Kosovo.”

Although the Association of Serb Municipalities—an inter-municipal association of ethnic Serb majority areas in Kosovo—was agreed upon by Kosovo more than a decade ago, and Kurti committed to it verbally, he subsequently reneged, fearing that such a move was inconsistent with Kosovo’s constitution and would eventually cede the territory to Serbia.

Kurti’s objection to the association plan further strained relations with Brussels and Washington because of the way he handled many issues of concern to the Serbian community in Kosovo, including license plates, tightening the government’s grip on Serbian-majority areas, introducing the euro to replace the Serbian dinar, his deployment of heavily armed special police to the north, installing Albanian mayors in the predominantly Serbian communities who won their elections that had less than 3.5 per cent turnout, and other measures which often seemed arbitrary and extremely counterproductive.

As a result, the EU imposed sanctions, including banning some high-level meetings between EU and Kosovar officials, pausing EU projects, and curbing funding streams for Kosovo.

Time to start afresh

Now that the EU elections are over and a new mediator will soon be appointed to restart the dialogue between Pristina and Belgrade, I believe that he or she ought to start afresh. First, the sanctions on Kosovo should be lifted, and a new negotiating strategy should be established based on a reciprocal negotiating process between the two countries and providing incentives to the party that demonstrates genuine willingness to cooperate.

Article 2 of the German-French plan should be reintroduced as the basis for new dialogue and set the tone for the negotiation as articulated in the plan, which states: “Both Parties will be guided by the aims and principles laid down in the United Nations Charter, especially those of the sovereign equality of all States, respect for their independence, autonomy and territorial integrity, the right of self-determination, the protection of human rights, and non-discrimination.”

The negotiation should commence with the Association of Serb Municipalities, which is the most critical issue. A resolution to this particular problem could pave the way for further progress on many other fronts and gradually over time advance the negotiating process toward mutual recognition.

Serbia must reciprocate by not impeding Kosovo’s membership to any international organisation of its choice as the association process progresses. Moreover, Serbia must agree to implement Article 1, which calls for both sides to, “develop normal, good-neighbourly relations with each other on the basis of equal rights”. Serbia can demonstrate that which, in any event, is necessary to reduce the tension with Kosovo and help create a conducive atmosphere for continued collaboration.

Another example is if Kosovo, “[formalises] the status of the Serbian Orthodox Church in Kosovo and afford[s] a strong level of protection to the Serbian religious and cultural heritage sites, in line with existing European models”, as called for in Article 7, Serbia should reciprocate by recognising Kosovo’s “documents and national symbols, including passports, diplomas, license plates, and customs stamps”, per Article 1.

Cementing such collaboration is articulated in Article 9 of the plan, which calls on “Both Parties [to] take note of the EU’s and other donors’ commitment to establishing a special investment and financial support package for joint projects of the Parties in economic development, connectivity, green transition, and other key areas [emphasis added]”.

‘Joint projects’ are particularly important as they create day-to-day encounters that further improve their neighborly relations.

A lesson for Kurti to keep in mind

Since the Franco-German plan requires both sides to take equal measures to advance mutual recognition and the process of integration into the EU, the EU mediators will need to create incentives for the party that demonstrates willingness, readiness, and ability to act on the plan that calls on both sides to take measures in many areas.

In the final analysis, since Kosovo wants to integrate into the EU as quickly as possible, it would be incumbent upon Kurti or his successor to fully cooperate with the EU and the US. Kurti has not shown in the past such a level of cooperation and ended up alienating the EU to the point where he ended up being sanctioned.

This is a lesson Kurti should keep in mind, especially at this juncture when a new EU mediator is appointed to facilitate mutuality of recognition between Serbia and Kosovo.

Alon Ben-Meir

Alon Ben-Meir

Dr Alon Ben-Meir is a retired professor of international relations at the Center for Global Affairs at NYU.

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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.