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The leaders who forgot to lead

A governance vacuum in Bucharest reveals deeper cracks in democratic accountability

December 21, 2024

12 min read

December 21, 2024

12 min read

The recent crisis in Romania has come as a direct consequence of a decision by the country’s Constitutional Court of Romania to invalidate and annul the presidential electoral process (after the first round of voting on November 24 and just days before the scheduled second round on December 8).

The decision was taken after it was revealed that there had been ‘foreign’ interference (of statal and non-statal actors) in the electoral process, and that there had been breaches of electoral law by the independent candidate Călin Georgescu (who won he first round and looked set to win the second), who reported zero campaign spending despite running a visibly highly expensive campaign, mainly on social media.

However, the Constitutional Court ruling, which by law is final, hence impossible to appeal at a higher court, divided Romanian society, and polarised it even deeper.

The decision came on December 6, just two days before the second round, and while the voting process already begun in the diaspora, puzzling people lined up to express their vote for their chosen candidate.

A changing diaspora

The voters of Georgescu, surprisingly many from the Romanian diaspora established in several EU member states and in the US and Canada, have a certain nostalgia towards everything Romanian, something that he exploited through his main electoral narratives.

Not long ago, in 2019, the diaspora was mainly EU-orientated, with a modern perspective, voting with the new anti-system party formed by young and dynamic people, the Union Save Romania (USR).

In between only one electoral cycle, things changed dramatically, with the emergence of Alliance for the Union of Romanians (AUR), promoting a strong sovereigntist approach, and an anti-globalist narrative, which saw its leaders often labelled as puppets of Moscow.

In fact, one of its prominent leaders, Diana Iovanovici Șoșoacă exited AUR and formed a new sovereignist party, SOS (S.O.S. Romania), considered a far-right party, with a strong Russian influence, Madame Sosoaca openly visiting the Russian embassy in Bucharest and participating in neo-Nazi meetings in Romania, which led to her exclusion from the presidential competition.

However, her party managed to enter the new parliament (Romania held a parliamentary election on December 1), which further complicates the fragile balance of power between pro- and anti-Europeans.

Immediate priorities

Coming back to the impact of the CCR ruling in Romania, several points need to be emphasised to understand the main positions taken since the annulment of the elections.

Today, new parliament in place, Romania needs to form a new government and to establish a new electoral calendar for the presidential election, as the current government—now officially operating in a caretaker capacity—does not have the political legitimacy to do so. A

Also, while the term of the current president, Klaus Iohannis, expires on December 21, he can apparently hold the position until the new president is sworn in, according with the Constitution—although it much depends on who you talk to.

Indeed, there are vehement debates whether this is or not the case, by various interpretations of the Constitution and the prerogatives of the Constitutional Court.

One predominant opinion, expressed by some legal professionals and political scientists, is that the Court did not in fact have the prerogative to annul the elections, only to validate or invalidate the electoral results.

In a previous decision, the Constitutional Court in fact validated the first round—won by Georgescu—after some claims regarding errors in the number of votes expressed were made by an irrelevant candidate.

Some of the opponents of the Court’s decision have gone so far as claiming that the Constitutional Court acted on political command and orchestrated a coup d’état, with the scope of eliminating the Georgescu, most likely the winner of the second round.

Politicisation of the judicial

Yet, as a legal professional myself, I disagree strongly with this perspective. In the current era of hybrid war with Russia, we are witnessing only the beginning of what may be labelled ‘lawfare’ when, based on interpretation of the constitutional norms, Constitutional Courts in Europe will take it upon themselves to salvage, preserve and maintain democracy and the rule of law.

However, this trend stands as a juridication of politics within the EU, not only in Romania, and an increased tendency for politicisation of the judicial.

Indeed, it can be argued whether the line between the political and the juridical—with its principle of independence—is becoming increasingly obscured.

In the Romanian context, considering that the secret services failed to monitor, prevent and deter the rise of far-right organisations and groups for months and years before the presidential campaign, Romanian security was jeopardised, and no institution was able to act accordingly in due time.

The Constitutional Court legitimately proved that Georgescu lied and broke the law by not reporting the funds used in his campaign and he did not appoint a financial mandate, as the law required. This is sufficient to eliminate him from the presidential competition next year when the process will resume.

The bigger picture

Regarding the external interference of statal or non-statal entities, there are reports from the main secrets services (declassified by the president of Romania), yet I am certain that we do not have access to all the information.

On Thursday, in the European Council, Iohannis explicitly pointed towards Russian interference, claiming there is evidence of a subtle nature, but consistent enough to identify the modus operandi of Russia’s disinformation and entanglement all over European member states.

He also stated that Romania received support from its strategic partners.

In the light of the publication by the Presidency of Romania’s office of the secret service reports concerning the interference of a statal or/and non-statal entity in the Romanian presidential competition, public opinion was again divided between those who believed there was such interference, and those who vehemently denied it, especially (but not limited to) the Georgescu/sovereignist camp.

Political analysists, media, various commentators questioned the lack of concrete evidence of Russian interference through instruments offered by the social media algorithms, particularly TikTok and Meta/Facebook.

This whole ongoing controversy proven that the modus operandi of the Russian disinformation and propaganda machine aimed to increase division, polarisation, unrest, and EU-scepticism is not an overt, one time intervention.

It usually occurs in time, over years of insidious narratives amplified trough fake social media accounts, pages, influencers, and targeted messages.

Nostalgia for an unlived past

One interesting aspect of the interference in Romania is that countless pages of communist nostalgia were used, as well as a sense of patriotic pride in everything Romanian, which indeed found very fertile ground in the diaspora.

Romanians abroad suffer tremendously from nostalgia related to the feeling of exile, neglect and being ignored by their home state. Journalists have investigated this phenomenon and found hundreds of such pages, websites and influencers promoting a healthy, natural lifestyle, with an undergoing narrative of Romanian identity, as opposed to the Western standard of conformity.

The particularity of Georgescu’s campaign was that he was trending at nine on TikTok globally just few days before the first round of voting on November 24. This was achieved by manipulation of algorithms, and most likely the interference of a statal or non-statal entity not just on TikTok, but also Discord, Telegram, Reddit, YouTube, Meta, X.

This has led to increasing pressure on all these platform to censor content and forbid certain creators, a precedent set with the arrest of the Telegram CEO, Pavel Durov, by the French authorities, in the context of the rise of child trafficking, child pornography, human trafficking, and terrorist activities on Telegram, as well as Russian propaganda related to the war in Ukraine, and an anti-EU narrative.

Once the precedent is established, it will lead to more pressure on such CEOs to limit, censor, monitor activities, or to face hefty fines or the termination of their activities in Europe or the US. It is expected that TikTok will be closed within the United States by January 19, while in Romania there is increased pressure in the same direction.

Following the recent events that led to the cancellation of the election, the European Commission and the EU Parliament have opened an investigation into the use of TikTok algorithms by Russia in Romania.

Considering that the EU created a legal instrument exactly for this purpose, the Digital Act Directive, in force since February 2024 in all member states, it now has the legal means to put an immense amount of pressure on all big social media platforms.

Upcoming political and societal changes

What happened in Romania’s presidential election marks the beginning of the new political era, of hybrid war, political unrest, and disdain, anger and revolt against the political elites.

Russia has been working underground for years, yet it found fertile ground only now. This needs to be questioned thoroughly.

I am not the first person to point to the increased dissatisfaction with the political status quo across all democratic states. In Romania it is now obvious that there is an abysmal fracture between the political elite (be they social democrats, modernists, conservatives, progressives) and citizens.

Corruption is still a huge, unresolved problem among all political parties, and the current president himself. The modernist, anti-system USR, which has campaigned on an anti-corruption ticket, opened its list of candidates for the Senate with Clotilde Armand, who was on Friday forced to resign her seat having been found incompatible with public office: she abused her function as a mayor of Bucharest’s Sector One to redirect funds to herself.

As such, there is a widespread sentiment that all members of the ruling elite are the same; opportunists looking to increase only their bank accounts, without any morals.

Young people are becoming increasingly radicalised or discontented, a trend that is common across the European Union member states.

Out of spite, they are ready to choose anyone who is not from the establishment, who challenges the mainstream narratives. A study among young people aged 18-35 proved that this generation is opened to limitation of fundamental liberties if the stability of employment and financial security is assured.

This perspective should terrify anyone in Brussels and beyond; it certainly did Romanians in the older generations, over 35. The reversibility of our communist past, through the choice of our youngest generation, is simply something we cannot yet fully comprehend.

As extremes never come alone, the far-right is also on the rise. The recent crisis really opened a Pandora’s box, with evidence of active legionary organisations and paramilitary camps all across Romania (the legionaries were Romania’s particular brand of fascists in the 1930s and 40s).

The digitalisation of populist politics

Adding to this frustration and anger towards the political elites is technology and the new digital possibilities of creating online political campaigns—and even candidates.

Călin Georgescu was unknown before becoming the main frontrunner and most likely the president of Romania if the elections went through. His profile and candidacy were digitally created, he is extremely active online, talking directly with its electors late in the night, through live discussions on his TikTok, YouTube and Facebook accounts.

We are also witnessing populism become mainstream. Currently, in Romania, the main competing populisms are between the so-called pro-Europeanists and the sovereigntists, assumed to be aligned with Russia, although not clear on which basis.

Besides controversial figures such Georgescu, Șoșoacă, and George Simion, there is a clear belief that sovereigntists will produce a ‘clean’ leader, with no affiliation to Russia. All the main parties, PNL, PSD, USR and AUR are using a populist rhetoric in their clashes with the other, which leads to increased tensions, dissatisfaction and exasperation within society, as empty rhetoric never provided any solutions.

The candidature of the independent mayor of Bucharest, Nicusor Dan, a very moderate conservative, with previous political positions in favour of Romanian interests concerning gas reserves and other vital national interest, is interesting.

Such a leader, if he presents a modernist, moderate sovereigntist vision, will gain large support from across the political spectrum.

Is democracy as we know it even possible?

The current crisis in Romania proves that political and institutional elites have failed to understand what citizens expect of them. In the aftermath we have not witnessed one resignation or dismissal of any secret service or electoral authority staff. No one is responsible—just Russia, the usual culprit.

The narrative that Russia is responsible for anything that goes wrong in the country has become the main cover for the lack of competence, professionalism, accountability, and dignity in a public function.

The authorities belatedly started a large operation of retaining and interrogating some of the main promoters of Georgescu, based on flawed accusations which cannot stand up in a court of law.

While some of these people are dangerous, and with visible connections with legionary organisations in Romania, the authorities need to prove these entanglements first, then proceed to arrests.

The situation is bleak if we consider the fact that far-right candidate Șoșoacă was eliminated from the presidential competition by the Constitutional Court based on anti-EU rhetoric and antisemitism, a highly disputable decision.

It is part of the current juridication of politics, where there is a ‘need’ to maintain the status quo and to prevent radicalised politicians from obtaining power or, worse, allowing Romania to become a Russian satellite.

The main underlying question for the near future is whether democracy is truly possible today. Under increased regulatory pressures from the European Union to diminish the freedom of speech, the use of courts to establish the rule of law—or perhaps the rule of law as understood by the political establishment, admitting that a far-right future president and future parliament is possible—democracy, as the expression of the will of people, is suffering.

However, we cannot neglect the ease of manipulating the will of people, as was proved by the social media presidential campaign in Romania, and the radical change of mood and options within a span of just four years. Democracy today is fragile.

Claudia Postelnicescu

Claudia Postelnicescu

Claudia Postelnicescu is a lawyer and European Commission datapool expert on extremism and radicalisation.

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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.