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No place like the home front

Europe's housing crisis is a security matter

February 17, 2026

5 min read

February 17, 2026

5 min read

Photo: Dreamstime.

The Lisbon housing market is, to put it bluntly, insane. The average worker needs to spend 116 per cent of their salary on rent. Quite how that is achieved is a total mystery, and probably involves people working two jobs. Barcelona and Madrid demand three-quarters of income. Even Warsaw, Prague, or Budapest demand rent that exceeds more than half an average salary. 

That European policymakers have spent years treating housing as an awkward domestic matter, best left to local councils and market forces, is part of the problem. It’s perhaps time that they should recognise it for what it is: a threat to national security.

That claim is neither hyperbole nor scaremongering. Reinvantage does neither. Housing evokes images of estate agents and mortgage brokers, not generals and spies. But security has always meant more than missiles and borders. Is a state that cannot shelter its citizens even a state? When one in ten urban households spends more than 40 per cent of income on housing (the EU’s threshold for cost overburden) the consequences become big enough for even defence ministries to notice.

The cost of housing uncertainty

Across the Organisation for Economic Co-operation and Development (OECD), a club of mostly rich countries, fertility has fallen from 3.3 children per woman in 1960 to around 1.5 today. Germany, Estonia and Austria now record rates below 1.4, what demographers call ‘ultra-low’ and what anyone else should call alarming.

The causes are multiple, but research from the Netherlands now demonstrates a direct link between rising house prices and fewer births, particularly among renters and first-time parents. Young adults who cannot access family-friendly housing simply postpone children, often past the point of having them at all. The EU’s population peaked around 2021 and has since been in decline. In hollowed-out Bulgarian, Latvian, or Romanian villages, that future is already visible.

Then comes mental health. Housing insecurity does not merely cause stress, it reshapes psychology. Studies across 27 EU states show that falling into rent arrears produces health declines comparable to losing a job. The bidirectional relationship is vicious: anxiety makes coping with housing problems harder, while housing precarity amplifies every other life difficulty. For older adults in gentrifying cities like Porto, displacement correlates with loneliness, cognitive decline and elevated mortality. A generation raised in perpetual housing uncertainty carries scars that do not show on balance sheets.

And what happens when the unpropertied grow old? Britain offers a preview. Since 2022, the number of households with members over 65 in temporary accommodation has risen by 41 per cent. Denmark also reports climbing homelessness among the over-60s. These are not vagrants with addiction problems but former workers who rented throughout their careers, built no equity, and now find pensions insufficient for market rents. Multiply this across a continent where 32 per cent of residents are tenants, and the scale of the coming crisis becomes apparent. Who will house them? On what budget? 

When citizens feel abandoned

The political ramifications are already materialising. Housing insecurity creates fertile ground for extremism. Across Europe, far-right parties have weaponised the crisis, promising homes for ‘our own citizens’ while scapegoating immigrants. The argument (as with much that emanates from the far-right) is economically illiterate. It is also (again, like much that emanates from the far-right) a vote-winner. When institutions fail to provide for basic needs, trust in centrist parties falls. The AfD’s surge in Germany, the Freedom party’s triumph in Austria, and housing-driven protests from Amsterdam to Madrid share a common root: citizens who feel abandoned by systems that once worked.

Solutions exist, although none are simple. Singapore houses 80 per cent of its population in state-built flats, integrating homeownership with compulsory savings and treating shelter as infrastructure rather than a commodity. Europe lacks the authoritarianism and concentrated land ownership that enable the Singaporean scheme (which has its limits), but the underlying principle (that governments must stop treating housing as purely a private concern) is sound.

The EU’s 10 billion euros investment pledge and appointment of a Housing Commissioner in 2024 signalled that it recognised the problem, if not much else. It remains grossly insufficient against a shortage estimated at nearly 10 million homes.

A single demographic strategy

More imaginative approaches deserve trial. Incentivising downsizing could free up larger homes. Around 57 per cent of older EU households under-occupy their homes, often rattling around houses built for children who have long fled the nest. Yet financial analysis shows that moving frequently does not release meaningful equity in lower-cost areas, and emotional attachment runs deep. Cohousing models, where seniors share facilities while retaining private spaces, address loneliness alongside efficiency; Denmark and the Netherlands have pioneered schemes that nonprofits can operate for moderate-income residents. 

Social housing, gutted by decades of privatisation and under-investment, requires dramatic expansion, not the stigmatised, so-called ‘sink’ estates of British imagination but the well-integrated developments common in Vienna, where roughly 60 per cent of residents live in subsidised accommodation without anyone thinking them poor or undeserving.

Immigration complicates every calculation. Europe needs workers to fill shortages, care for the elderly, offset demographic decline, and (ironically) build homes. Those workers need somewhere to live. Pretending otherwise, or blaming migrants for a crisis decades in the making, achieves nothing except electoral success for populists. The smart policy would be to pair labour-market openings with housing construction, treating both as components of a single demographic strategy rather than antagonists.

Time to mobilise

Housing has for too long been someone else’s problem that fixing it now requires the kind of state mobilisation Europeans associate with wars and pandemics. 

Poorer post-war governments somehow built millions of affordable homes; their far wealthier successors largely abandoned the field to markets that have failed comprehensively. 

Reversing that failure means spending serious money, tolerating construction in places that prefer scenic views to tower blocks, and accepting that housing is not an investment or lifestyle aspiration but a necessity. 

Treat it as anything less, and the cracks spreading through European society will only widen.

Photo: Dreamstime.

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.

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