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Security-first Slovakia

Slovakia will prioritise security relations with the US regardless of who is elected on November 5

October 30, 2024

6 min read

October 30, 2024

6 min read

Interest in the US presidential election in Slovakia is much greater this year than in the past. Key media have been paying attention for months and there have been several polls on this issue.

This is not only because of the United States’ importance for the country in the context of the transatlantic community, but also due to the turbulences in the international arena and the deterioration of the security situation in Europe. 

Slovakia became part of the Euro-Atlantic family 20 years ago, when it joined the EU and NATO. The United States played a key role in its democratisation and integration into Western structures. In addition, Slovakia has many historical bonds with the country where the largest Slovak diaspora lives. 

With Russia’s full-scale invasion of Ukraine in 2022, Slovakia, came into direct contact with a hot war in a neighboring country. Located on NATO’s eastern flank, it is also the target of intensive Russian hybrid operations. 

Slovakia’s citizens realize that the United States is crucial for ending the war and bringing back a predictable international environment.

At the same time, they see that the US political scene is extremely polarized and unpredictable. The unprecedented attacks during the campaign raise concerns for Slovaks about the stability of the US political system and the capacity of the superpower to effectively engage on international issues in a time of multiple crises and increasing autocratic regimes. 

In a September poll, 17 per cent of respondents said they were actively interested in the election and 44 per cent knew that it will take place. A quarter said that they were not interested and 15 per cent that they did not know that the United States will soon elect its president. 

In the same poll, 59 per cent said they would opt for Kamala Harris and 41 per cent for Donald Trump if they were voters in the United States. Harris is popular especially among women, residents of the largest cities, and people with higher education. She mainly appeals to Slovakia’s liberal-democratic camp while Trump is popular among conservatives and nationalists.

A shared style of politics

Among voters of the three-member government coalition, Trump is the preferred candidate for those of Direction–Social Democracy (Smer–SD) and the Slovak National Party, while supporters of Voice–Social Democracy (Hlas–SD) are evenly divided between him and Harris. 

On the opposition side, Trump finds considerable favor among the voters of the far-right Republika party. By contrast, enthusiasm for Harris is high among the voters of Progressive Slovakia, Freedom and Solidarity (SaS), the Christian Democratic Movement (KDH), and the Democrats. Supporters of the Slovakia movement are evenly divided between the two candidates. 

Smer–SD’s Robert Fico, who became prime minister for the fourth time a year ago, recently said: “I think that if Donald Trump is elected, there is a higher probability of ending the conflict” in Ukraine.

When he was previously prime minister, Fico supported Trump in his 2016 campaign for the White House. In this regard, he is like Hungary’s Viktor Orbán, who has been openly sympathetic to Trump for a long time.

The support of Fico and his coalition partners for Trump is related not only to the war in Ukraine, but also to a shared style of politics that emphasises a strong state, a strong leader, and transactional interests in foreign policy.

Security

The development of the security situation—in particular, the course and possible end of the war—will have a major impact on Slovak-US relations. In recent years, Slovakia has increasingly focused on security cooperation with the United States.

In 2018, it signed a 1.8 billion US dollars deal to purchase 14 US F-16 fighter jets, and in July it took possession of the first two jets. (The rest will be gradually delivered over the next two years). The F-16s will significantly increase Slovakia’s defence capabilities. In February 2022, the two countries signed a Defence Cooperation Agreement (DCA).

Fico’s government could be in office for most of the next US presidential term as the next parliamentary elections are not due before 2027. Given Washington’s importance as a strategic security and economic partner, the government will very likely continue to strive to maintain this partnership regardless of who occupies the White House. 

Despite Fico’s strong pre-election opposition to the DCA and continuous anti-US rhetoric, his government is adhering to the agreement. So far, it seems that, despite his political opportunism and Russophile talk, he grudgingly accepts that the best alignment for the sovereignty of a small country like Slovakia is within US-led NATO. 

Meanwhile, President Peter Pellegrini, who is only six months into his five-year term, is trying not to alienate US-sceptical voters but has quite obvious pro-West instincts. He will most likely advocate a transatlanticist policy. 

Alignment, not rhetoric

No matter who wins the US election, Washington will judge Slovakia’s government, and most others in Europe, not on its rhetoric, but on how much it aligns itself with the next administration’s security and economic policies as well as on how much it fulfills its obligations in Euro-Atlantic structures. 

If Trump is elected, the US attitude toward countries like Slovakia will likely be especially transactional, with values and human rights less prominent in the relationship.

And, given that Slovakia is not likely to get much attention from the president, much will depend on who Trump picks for his secretaries of state and defence and his national security advisor. 

If Harris wins, US policy in Europe could be quite similar to that during the Biden administration, with adherence to liberal-democratic values taken into consideration when dealing with the leaders and governments of different countries.

In Central and Eastern Europe, this was seen in Washington’s dealings with Hungary over the last three years, and it could bring more of a US spotlight on the domestic political situation and the government in Slovakia. 


This article is part of series in which German Marshall Fund of the United States (GMF) experts from Central and Eastern Europe set out the implications of a Harris or Trump win in the US presidential election for the countries in the region.

Pavol Demeš

Pavol Demeš

Pavol Demeš is a visiting distinguished fellow at the German Marshall Fund of the United States.

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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.