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Sobering thoughts

A generational shift is transforming drinking culture

January 9, 2026

6 min read

January 9, 2026

6 min read

Photo: Dreamstime.

Alcohol has been Europe’s social lubricant of choice for centuries. From Scottish whisky to French wine and German beer, the continent’s identity is fermented into its very culture. Of the ten countries with the highest alcohol consumption globally, nine are in the European Union. Adults in the WHO European Region knock back an average of 9.2 litres of pure alcohol annually—making them the planet’s heaviest drinkers. Slowly, however, this is changing. Europe is sobering up.

According to WHO data, per capita consumption across the continent has fallen by nearly a quarter over four decades—from 12.7 litres of pure alcohol in 1980 to 9.8 litres in 2020. Ireland and Lithuania have led the way, each cutting consumption by over two litres in just a decade. Greece, the Netherlands, Spain and Finland have followed suit with reductions exceeding 15 per cent. Even France, where casual wine drinking begins almost at birth, has seen meaningful declines.

The trend is not uniform. Latvia, Bulgaria, Romania and Poland have bucked it, with consumption rising. But the overall trajectory is unmistakable. Europe’s relationship with alcohol is being deliberately, if gradually, renegotiated.

The young and the restless

If this were merely ageing populations drinking less, it would be unremarkable. But the driving force is generational. Generation Z, those born between 1997 and 2012, are reshaping drinking culture in ways their beer-swilling parents never imagined. A French study found that the proportion of 17-year-olds who have never consumed alcohol has multiplied from less than five per cent in 2002 to nearly 20 per cent in 2022. In Britain, more than a quarter of those aged 16 to 25 describe themselves as teetotallers, compared with just 15 per cent of those over 55.

Health is one reason, particularly since the Covid-19 pandemic. Mental health awareness has risen—and Gen Z, who experience higher rates of anxiety and depression than prior generations, are more likely to seek treatment. Many see alcohol as counterproductive to their mental health goals. Others cite the omnipresent smartphone camera: getting embarrassingly drunk is rather less appealing when the evidence will instantly be circulated on social media.

Economics plays a role too. Europe’s young have endured years of inflation, stagnant wages and housing unaffordability. Research from Savanta suggests that financial pressures have accelerated an existing generational shift in attitudes toward alcohol. Put simply: when you cannot afford to buy a house, a round of overpriced cocktails becomes harder to justify.

America, that other great drinking nation, is experiencing something similar but even more pronounced. Gallup’s 2025 survey found that just 54 per cent of American adults now drink alcohol—the lowest figure in nearly 90 years of tracking. Among those under 35, the drop has been precipitous, falling from 72 per cent two decades ago to 50 per cent today. For the first time, a majority of Americans believe that even moderate drinking—one or two glasses a day—is bad for health.

From stigma to status

Perhaps the most striking shift is cultural. Not long ago, ordering a soft drink or coffee in a pub was a social peculiarity. The only adults who did not drink, the assumption went, were recovering alcoholics, designated drivers, or those abstaining for religious reasons. Whatever the personal motivation might have been, not drinking required an explanation.

No longer. The ‘sober curious’ movement, a term coined by author Ruby Warrington in 2018, has made abstinence not merely acceptable but aspirational. Dry bars—establishments serving exclusively non-alcoholic drinks—are proliferating. Mocktails appear on restaurant menus without apology. Even the language has shifted: drinks are now marketed as ‘alcohol-free’ rather than ‘non-alcoholic’, a subtle but meaningful reframing from absence to choice.

The market has noticed. The EU’s low and no-alcohol beverage market grew from 7.5 billion euros in 2021 to nearly nine billion euros in 2023—a rise of 17 per cent in just two years. Non-alcoholic beverage launches in Europe are growing five times faster than alcoholic ones. Heineken 0.0, Guinness Zero and their ilk now rank among the trendiest drinks for young consumers. The global non-alcoholic spirits market, valued at 336 million euros in 2024, is projected to nearly double by 2032, with Europe commanding 45 per cent of sales.

The bill comes due

The economic implications of declining consumption are substantial—and largely positive. Alcohol’s costs to European society are staggering. The WHO estimates that alcohol-related harm costs high-income countries around 2.6 per cent of GDP annually through healthcare expenses, lost productivity and criminal justice burdens. Applied to the EU’s projected 2025 GDP, that translates to roughly 520 billion euros per year.

Alcohol causes some 800,000 deaths annually in the WHO European Region, nearly one in four among young Europeans. It is a leading risk factor for cancer, cardiovascular disease and liver cirrhosis. Every percentage point reduction in consumption means fewer hospital admissions, fewer road deaths, fewer workplace accidents. Health systems straining under demographic pressures could scarcely wish for a more cost-effective intervention than a population that simply drinks less.

There is, admittedly, a counter-argument from those who mourn the decline of social drinking. Alcohol has historically served as a social adhesive, facilitating everything from revolutionary plotting in colonial American taverns to awkward first dates. In an age of loneliness epidemics and declining in-person socialisation, some worry that removing this social lubricant will only accelerate atomisation. Run clubs and book groups are fine, but they have yet to produce anything as consequential as the Boston Tea Party.

Yet this concern may be overblown. Gen Z are not abandoning socialisation; they are reinventing it. Recent data from IWSR suggests that young legal-drinking-age consumers are actually re-engaging with alcohol after pandemic-era lows, just in more measured ways. They are drinking less, yes, but drinking better—favouring quality over quantity, experiences over oblivion. The industry calls this ‘premiumisation’. The rest of us might call it growing up.

The transformation is neither complete nor irreversible. Pendulums swing; cultural shifts can be temporary. Currently, however, the trend lines point in one direction. Europe, the continent that invented the wine region and the beer garden, that gave the world whisky and schnapps and pastis, is learning that conviviality need not come in a bottle.

Photo: Dreamstime.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst at Reinvantage.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.

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