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Small change

Cashless societies are the future—whether we like it or not

August 6, 2025

9 min read

August 6, 2025

9 min read

Photo: Dreamstime.

Sweden could eliminate cash entirely by the end of 2025. Albania wants to follow suit by 2030. Hungary meanwhile is wiring the right to use physical currency into its constitution. Such is the contradiction at the heart of the drive towards fully digital payments: while economic forces push relentlessly towards cashless societies, political forces increasingly push back.

Counting the costs of cash

The economic case against physical currency is damning. Americans hold 1.3 trillion US dollars in cash—and average of roughly 4,000 US dollars per citizen—yet 78 per cent sits in 100 US dollars bills that exist primarily to grease underground economies.

The machinery of cash—printing, transporting, securing, processing—devours billions annually. Digital transactions eliminate these costs entirely.

Cashless systems promise to drag trillions of US dollars from the shadows. In Albania, the latest adherent to the cashless revolution, the informal economy accounts for 29 per cent to 50 per cent of GDP—a figure that would bankrupt most finance ministries’ revenue projections.

Digital payments create audit trails that make such parallel economies unsustainable. The potential windfall from formalising this activity could transform national budgets overnight.

Global digital payment values, projected to reach 33.5 trillion US dollars by 2030, up from 18.7 trillion US dollars in 2024, represent more than increased volume—they signal the elimination of friction costs that plague cash-based systems.

Between 2014 and 2024, digital wallet use grew ten-fold, accounting for 12 trillion US dollars in global spend. Even traditionally cash-heavy markets cannot resist: Nigeria’s cash share has plummeted from over 90 per cent in 2019 to 55 per cent today.

The Nordic laboratory

The battle for cashless supremacy is fiercest among Nordic nations, though different methodologies produce conflicting rankings. Norway leads on infrastructure readiness, with 96 per cent of citizens using online banking and only 32 ATMs per 100,000 people. Some 98 per cent of Norwegians own debit cards.

Sweden claims the crown for actual cashless usage, with physical currency representing less than five per cent of transactions and most banks refusing to handle cash deposits. The country’s Swish payment system, adopted by half the population, enables instant transfers using mobile phone numbers alone. Many businesses display ‘card only’ signs.

Finland rounds out the Nordic triumvirate, ranking second in Europe for card usage frequency and third in online banking adoption. The Bank of Finland predicts the country will be complete cashless by 2029, though 61 per cent of Finns don’t believe in the concept—a reminder that technological capability doesn’t always match social acceptance.

These Nordic pioneers benefit from high institutional trust, advanced digital infrastructure, and mobile payment innovations like Vipps MobilePay, now serving 11.5 million users across Norway, Finland, and Denmark. Yet even they face resistance: Norway’s parliament recently mandated that businesses maintain cash acceptance capabilities, acknowledging that complete cashless transitions create unacceptable systemic risks.

The fintech gold rush

The shift to cashless societies has spawned a fintech boom that dwarfs previous financial disruptions. Swedish fintech firms continue to attract serious funding (by European standards at least), not least buy-now, pay-later giant Klarna, now eyeing an IPO.

For start-ups, the opportunities presented by the cashless revolution extend far beyond established payment processors. Digital wallet companies like Apple Pay and Google Pay have exploded, while biometric authentication providers and cybersecurity firms feast on growing demand for secure digital transactions.

Fintech firms are building open banking solutions that bypass traditional card networks entirely, eliminating the fees that can cost merchants up to four per cent per transaction. Watch young people split a bill in a restaurant or cafe—chances are they will use an app such as Revolut to exchange money, not cash and certainly not traditional banking apps.

Indeed, traditional banks reluctant to reinvent their legacy systems arguably face a challenge every bit as existential as cash itself. Many fintech start-ups that began as transaction alternatives have become full banks, with companies such as Revolut or Wise now offering comprehensive banking services.

Established players must either innovate or risk losing customers to more agile competitors.

The constitutional counter-revolution

Not all governments are embracing the dash away from cash. A growing number of countries are enshrining cash rights in their constitutions, viewing digital-only payments as threats to sovereignty and freedom.

Hungary leads this counter-revolution. In April 2025, the country’s parliament passed the 15th Amendment to the Hungarian Constitution, making cash payment a fundamental right. The amendment mandates that businesses accept cash from consumers, with exceptions only for cross-border digital services and certain online transactions. Prime Minister Viktor Orbán has argued that cash usage provides freedom by bypassing the banking system, and Hungary plans to install ATMs in all 3,155 settlements to support this constitutional guarantee.

Slovakia blazed this trail in June 2023, amending its constitution to guarantee the right to pay for goods and services in cash. The legislation was explicitly designed to resist any future EU mandate requiring digital euro adoption. MP Miloš Svrček declared it, “very important that there is a provision in the Constitution based on which we can defend ourselves against any orders from the outside.”

Both amendments reflect broader anxieties about EU digital currency plans. The European Central Bank criticised Slovakia’s constitutional amendment, arguing that monetary policy in the eurozone falls within ECB competence, not member state authority. This tension between national sovereignty and monetary union integration promises further constitutional battles.

Both Hungary and Slovakia’s constitutional moves ignores, however, the ECB’s own commitment to cash, which states that, “cash [should remain] widely available, accessible and accepted as both a means of payment and a store of value.”

Nevertheless, similar movements are emerging elsewhere. Over 500,000 Austrians signed a petition demanding a referendum on constitutional cash rights. Switzerland submitted a popular initiative in February 2023 calling for cash access to be constitutionally enshrined. These campaigns reflect growing unease about the pace of cashless transitions and their implications for personal freedom.

The inclusion imperative

Beyond the tired ‘sovereignty’ trope, however, critics do have a point. The cashless revolution, if not carefully regulated to ensure inclusivity, threatens to create new forms of exclusion that could cloud its economic benefits.

In America, 5.9 million households remain unbanked, concentrated among low-income and minority communities. Some 17 per cent of Britons feel they would struggle in a cashless society, with elderly and rural populations particularly vulnerable.

Less than half of Americans over 65 own smartphones, yet some cashless businesses now require app-based payments, creating double barriers for seniors. In rural areas, poor internet connectivity makes digital payments unreliable, while immigrant communities often lack the documentation needed for bank accounts.

Yet innovative solutions are emerging. Singapore’s government runs classes teaching seniors to use QR codes and digital payments, with programmes like ‘Seniors Go Digital’ providing hands-on training.

Mobile payment innovations show particular promise for inclusion. Kenya’s M-Pesa enables transactions without traditional bank accounts, while China’s Alipay offers offline payment solutions that work during network outages. Cash deposit machines and hybrid payment systems can bridge the gap between digital and traditional finance, maintaining choice while encouraging digital adoption.

Policy interventions prove crucial. Several American cities and states have banned cashless-only businesses, recognising that complete digital transitions risk excluding vulnerable populations. Massachusetts has prohibited cashless stores since 1978, while more recent legislation in San Francisco, Philadelphia, and New Jersey reflects growing concern about financial discrimination.

The privacy paradox

Digital payments create comprehensive surveillance networks that authoritarian regimes could only dream of. Every transaction generates data that governments and corporations can collect, analyse, and potentially weaponise. The European Central Bank warns that fully cashless economies could expose citizens to unprecedented privacy violations and economic control.

Cybersecurity risks multiply exponentially. 2024 saw over one billion records compromised in data breaches, a 72 per cent increase since 2021. System failures, cyberattacks, or technical glitches can render entire payment networks inoperable, leaving populations unable to conduct basic transactions. Without cash reserves, a cyber attack becomes an economic weapon of mass destruction.

The potential for financial surveillance extends beyond crime prevention. Insurance companies could adjust premiums based on food purchases tracked through digital payments. Governments could monitor political donations or restrict access to certain goods. Social credit systems like China’s demonstrate how payment data can become tools of social control, and even coercion.

However, these concerns must be weighed against cash’s own vulnerabilities. Physical currency facilitates money laundering, tax evasion, and criminal activity worth trillions annually. Digital transactions could help recoup the estimated 1.26 trillion US dollars stolen from developing nations through corruption, potentially lifting 1.4 billion people above the poverty line.

Ready reckoning

Despite constitutional resistance and legitimate privacy concerns, the momentum towards cashless societies appears unstoppable. Global cash usage stands at 80 per cent of 2019 levels and declines four per cent annually. Covid-19 proved a watershed moment: European cash transactions dropped from 72 per cent in 2019 to 59 per cent in 2022. That shift that appears permanent.

The transformation extends beyond consumer payments. Buy-now-pay-later services (such as Klarna) grew from 2.2 billion US dollars in 2014 to 342 billion US dollars in 2024, while cryptocurrency spending could double to 38 billion US dollars by 2030. These alternative payment methods gain traction precisely because they offer solutions that cash cannot match.

Back in would-be cashless Albania, PM Rama’s experiment faces enormous challenges—from ingrained mistrust of banks to inadequate digital infrastructure. His timeline may seem ambitious for a country where just 34 per cent of citizens trust banks and less than half have active accounts. Yet his 2030 target may prove realistic, not because Albania will pioneer the transition, but because the global cashless revolution is already well advanced.

Indeed, the question facing policymakers is not whether to embrace digital money, but whether they can manage its ascendancy while protecting the vulnerable and preserving essential freedoms.

Constitutional amendments may slow the process, but they cannot stop economic forces that make cash increasingly obsolete.

Photo: Dreamstime.

Reinvantage Insight

Reinvantage Insight

The byline Reinvantage Insight is used to denote articles to which several members of the Reinvantage insight and analysis team may have contributed.

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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.