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The East moves to the centre

CEE economies are now driving growth across the EU

August 22, 2024

10 min read

August 22, 2024

10 min read

In Warsaw a butterfly flaps its wings, in Lisbon the stock market crashes. An exaggeration, perhaps, but a report this week in the Polish press hinted at the ever-tightening relationship between the western and eastern parts of the European Union. 

Shares in Portuguese supermarket giant Jerónimo Martins, whose global revenues topped 30 billion euros in 2023, have fallen sharply since June, when it announced weaker than expected financial results partly because of the less than stellar performance of its Polish subsidiary Biedronka, the country’s largest chain of discount stores. 

If Poles buy less cheap milk, Portuguese investors get twitchy, it appears. 

The reverse is also true. Just last week, Dutch insurance giant NN announced excellent results based on sustained growth and increased sales in Central and Eastern Europe, particularly notable in the value of new business in Czechia and Poland. 

Poles looking for alternatives to their state healthcare scheme are good for the Euronext, it appears. 

It’s all evidence that in the 20 years since the biggest ever enlargement of the European Union (when Czechia, Estonia, Hungary, Latvia, Lithuania, Poland, Slovakia, and Slovenia joined the bloc; Bulgaria and Romania were added in 2007; Croatia in 2013), the EU has transformed from an entity dominated by Western European powers into a diverse and interconnected economy that increasingly relies on its Central and Eastern European members.  

Countries once considered the periphery have become integral to the EU’s economic and political landscape. Although all of these nations remain net recipients of EU funds, their contribution to the Union is far from one-sided. They provide talent, markets, and significant production capacity, making the West-East relationship in the EU a dynamic and mutually beneficial partnership. 

In a recent interview with Emerging Europe, PwC’s Global Government and Public Services Leader and CEE Clients and Markets Leader Agnieszka Gajewska made a point of noting the two-way nature of the relationship. 

“The past two decades have not just been about the EU transferring funds and know-how to its members in the region—a great deal of talent and know-how have gone the other way,” she said. 

“The phrase, ‘CEE owes the EU so much’ gets used a lot. But I am not a great fan of this word, ‘owing’. Brussels is not just an ATM. The EU is about partnership. CEE has contributed a great deal to European growth and we need to remember that.” 

The economic power of Central and Eastern Europe 

CEE countries have experienced remarkable economic growth since joining the EU. All have have seen their economies expand rapidly, driven by a combination of foreign direct investment (FDI), access to the EU single market, and structural reforms.  

According to the World Bank, Poland’s GDP for example grew more than 170 per cent between 2004 and 2022. 

This growth is not only beneficial to the CEE countries themselves but also to the entire EU. Western European companies have increasingly moved production to CEE nations, attracted by a skilled workforce and proximity to major markets.  

For instance, the automotive industry, a cornerstone of the European economy, heavily relies on production facilities in countries like Slovakia, Hungary, and Romania. Indeed, Slovakia has the highest per capita car production in the world, with major players like Volkswagen, Peugeot, and Kia operating large plants there. 

The reliance on CEE countries for manufacturing is not limited to the automotive sector. The region has also become a hub for electronics, machinery, and other high-value goods.  

For example, Hungary hosts significant operations for companies like Samsung and Bosch, producing everything from consumer electronics to industrial components. These industries are critical not just for the local economies but for the supply chains that power the broader EU economy. 

Talent and innovation: The new engines of growth 

CEE countries are not just assembly lines for Western Europe; they are also centres of innovation and talent. The region boasts a highly educated population, with a strong emphasis on science, technology, engineering, and mathematics (STEM) education.  

This has led to a burgeoning tech scene in cities like Warsaw, Cluj, Vilnius, Riga, and Tallinn.

Estonia, in particular, has gained international recognition for its digital prowess. The country is a pioneer in e-governance and digital innovation, leading the way with initiatives like e-residency and digital voting. Estonia’s start-ups, such as Pipedrive and Wise, have made a genuinely global impact, demonstrating that innovation in the EU is not confined to traditional powerhouses like Germany or France. 

Moreover, the CEE region is becoming increasingly attractive to tech giants from the West. Companies like Google, Microsoft, and IBM have established research and development centres across the region, tapping into the local talent pool.  

This trend highlights the growing importance of CEE countries as not just providers of cheap labour but as sources of innovation and technical expertise that are vital for the EU’s competitiveness on the global stage. 

Markets and consumption: The growing influence of CEE 

The economic ascent of CEE has also turned the region into an important market for Western European goods and services. As incomes rise and living standards improve, the consumer markets in CEE countries are expanding rapidly. This creates significant opportunities for businesses across the EU. 

Western European companies have been quick to capitalise on this growing market. German carmakers, French luxury brands, and Italian fashion houses all see CEE countries as key growth areas.  

The retail sector, in particular, has seen substantial investment, with major chains like Carrefour, Tesco, and IKEA—besides Jerónimo Martins—expanding their presence in the region.  

Poland, with its large and increasingly affluent population, is a prime example of this trend. It has become the largest consumer market in Central and Eastern Europe, attracting a wide array of Western European companies.  

The Polish e-commerce market, for instance, is one of the fastest-growing in the EU, driven by a tech-savvy population and improving logistics infrastructure. It can also boast its own e-commerce giant, Allegro, as can Romania, with eMag. Both are now owned (or majority-owned) by private equity and venture capital firms. 

Even A-list performers, who for a long time swerved Central and Eastern Europe when on world tours fearing that locals would not pay the high cost of tickets, are arriving in ever growing numbers. Earlier this month, Taylor Swift performed for three consecutive nights at Poland’s national stadium in Warsaw, bringing the city an estimated economic boost of almost 50 million euros.

Warsaw? I remember it all too well

This growing consumer power in the CEE region not only benefits Western European businesses but also helps to balance the economic relationship within the EU. As CEE countries become more prosperous, their ability to contribute to and sustain the EU economy increases, helping to reduce—it is expected—the dependency on EU funds over time. 

CEE investment heads West 

CEE firms are also increasingly making their mark in Western Europe, driven by a mix of robust economic growth in their home markets and a strategic ambition to expand their footprint in more mature economies.  

These firms, once primarily focused on their domestic markets or neighbouring countries, are now eyeing opportunities in Western Europe as a way to diversify and strengthen their global presence.  

The recent acquisition of the UK’s Royal Mail by a Czech investor is a prime example of this trend. The investment, by Czech billionaire Daniel Křetínský, who has steadily built a significant portfolio across Europe, highlights the growing influence and confidence of CEE investors on the Western European stage. 

This move is not an isolated case; it mirrors a broader pattern of CEE firms pursuing strategic assets in Western Europe. Lithuania’s Vinted is Europe’s go-to marketplace for secondhand clothes. Estonia’s Bolt has proven to be a reliable (and profitable) alternative to Uber. Romania’s FintechOS powers financial products for banking and non-banking institutions across the globe.

Another example is the Polish company CD Projekt, the gaming studio behind the globally successful Witcher series and Cyberpunk 2077. CD Projekt has established a strong presence in Western Europe by leveraging its creative and technical expertise to compete with leading gaming companies worldwide.  

The firm’s success has not only bolstered Poland’s reputation in the tech and gaming sectors but has also paved the way for other CEE tech companies to explore opportunities in Western Europe. 

Additionally, Hungarian low-cost airline Wizz Air has been rapidly expanding its operations across Western Europe. With its aggressive pricing strategy and focus on underserved routes, Wizz Air has become a formidable competitor to established Western European carriers like Ryanair and easyJet.  

The airline’s growth reflects the broader trend of CEE companies leveraging cost advantages and strategic acumen to capture market share in western markets. 

Bridging the West-East divide 

Despite these positive developments, the relationship between Western and Eastern Europe within the EU is not without its challenges. There is still often talk of a West-East divide, characterised by differing political priorities, economic disparities, and, at times, mutual distrust. However, it is increasingly clear that this divide is not a one-way street. 

The contribution of CEE countries to the EU is multifaceted. While they receive significant funding from the EU, they also provide the union with critical economic assets. The production capacity, innovation potential, and growing markets in these countries are essential for the EU’s overall economic health and global competitiveness. 

Moreover, the political influence of CEE countries within the EU is growing. Poland and Hungary, in particular, have become vocal players in EU politics, advocating for policies that reflect their interests and perspectives. This has sometimes led to friction with Western European countries, especially on issues like the rule of law and migration.  

However, it also underscores the fact that CEE countries are no longer just passive recipients of EU policies but active shapers of the Union’s future. Former Estonian Prime Minister Kaja Kallas is set to become the EU’s foreign policy chief later this year. 

A more balanced Union 

The role of Central and Eastern Europe is likely to become only more significant. The region’s growing economic clout, innovation capacity, and political influence suggest that the future of the EU will be increasingly shaped by the East as much as by the West. 

To harness the full potential of this partnership, the EU must continue to invest in the integration of CEE countries, ensuring that economic disparities are reduced and that all member states can contribute to and benefit from the union’s successes.  

This will require not just financial investment but also a commitment to dialogue and cooperation that bridges the gaps between East and West. 

The relationship between the EU’s Western and Eastern members is evolving into a more balanced and reciprocal partnership. Central and Eastern Europe, once seen as the periphery, are now at the heart of the EU’s economic and political life.  

As they continue to grow and assert their influence, they are helping to create a stronger, more resilient, and more united Europe. 

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.