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Cloud nine

Cloud maturity in CEE is lower than in the US. Time to catch up

May 23, 2023

7 min read

May 23, 2023

7 min read

As many as 73 per cent of executives in Central and Eastern Europe have begun their cloud transformation journey, according to a new report from PwC CEE. 

The PwC CEE Cloud Business Survey also reveals however that cloud maturity across the region is low compared to the US: 35 per cent of companies in CEE have adopted cloud in all or most parts of their business, compared with 78 per cent in the US.  

The new PwC report outlines the state of business transformation to the cloud in the region and is one of the biggest about cloud adoption in Central and Eastern Europe so far. 

Despite the fact that CEE companies are lagging behind in terms of cloud maturity, they do have an opportunity to use this delay as an advantage and implement the latest cloud solutions.  

By embracing more advanced cloud technologies from the start, there is an opportunity to leapfrog the typical cloud adoption process, bypassing the hurdles and challenges that can hinder progress. While cloud maturity in CEE is lower than in the US, this presents a unique opportunity to implement cutting-edge cloud solutions without being held back by outdated practices.  

“Transformation is very high on the agenda of business leaders, as our ever-changing world stimulates constant adjustments and new ways of driving value,” says Mariusz Chudy, Partner, Technology Alliances Leader, PwC CEE. 

The increasing significance of cloud transformation is underlined by the fact that companies who are not all-in on cloud plan to continue their cloud adoption journey in the near future. Of those who do not have all operations on the cloud, around two-fifths (43 per cent) plan to be there in the next two years, and a similar proportion (44 per cent) expect 50 per cent or more of their operations to be on the cloud over the same period. 

“Sooner or later, we are all moving to the cloud,” adds Chudy. “To build future-proof business models, it is crucial to not just follow along but to lead transformation, deriving maximum benefits from it. That’s why we conducted this survey: to give companies a perspective on what has been done so far, and what the areas are where they can do better.  

“We are fully aware that advanced economies such as the US are ahead of Central and Eastern Europe, so it was interesting for us to take a closer look at these differences. Because we are adopting cloud technologies later, we may have the opportunity to start with the latest and most effective practices.” 

The majority have not yet realised measurable value from their cloud technology 

As companies in CEE are still early in their cloud transformation journey, modernisation is the primary reason for leveraging cloud technology for almost half (49 per cent) of CEE companies (in the US, it’s one-quarter).   

A combination of migration, modernisation and cloud-native to change the business is common for 20 per cent of companies in the CEE region, while in the US this option is supported by 38 per cent of organisations.  

Among CEE companies that have a holistic approach to cloud, 52 per cent are of high cloud maturity, meaning they are all-in on cloud. A multi-faceted perspective helps companies apply the method that will be the most relevant and the strongest for their business goals and specific cases.  

By adopting cloud technology, companies are seeking substantial value from their investments. But taking into account lower levels of cloud transformation maturity in the region, the majority of CEE executives surveyed are not yet realising the full potential of benefits from their cloud investments.  

Around one-third of companies have leveraged cloud to improve their cyber posture (34 per cent), go to market faster (32 per cent), develop better decision-making (31 per cent) and increase productivity (30 per cent).  

The four leading value areas in the US differ from those in CEE: improved decision-making is a top theme for 52 per cent, followed by enhancing customer experience (49 per cent), cost savings (47 per cent) and increased productivity (47 per cent).  

Even though US companies are more mature in their cloud transformation journey, and more of them have adopted cloud technology across most of their business, the vast majority of them are still not achieving measurable value. So both for CEE companies and for more mature US companies, there are opportunities to realise greater benefits from cloud transformation.  

Another reason to focus on exploring the opportunities to deliver more significant value from cloud technology adoption is that only one per cent of CEE executives said their companies were achieving measurable value across all areas identified in the survey.  

‘Every product and service has a digital footprint’ 

Turning to the expectations CEE companies have for the next 12 months, around half of companies are expecting to achieve measurable value during this period — this is applicable to all benefit areas. But one in five says that in the year ahead, they don’t expect to achieve measurable value in improved talent retention and recruitment, or in improved profitability. 

“Today, every product and service has a digital footprint, and for companies lagging in their transformation journeys, moving to the cloud and becoming data-led is the fundamental first step,” says Paco Salcedo, General Manager Enterprise, Central and Eastern Europe, Middle East and Africa, Microsoft.  

“With a strong foundation in the cloud, organisations can drive transformation in a matter of weeks, not years; IT costs and complexity rapidly reduce, and the ability to develop and deploy new innovation more quickly improves the bottom line.” 

For CEE companies, the main barriers to achieving measurable value from cloud technologies are budget and/or investment constraints at 41 per cent, talent gaps (36 per cent) and limitations of technology capabilities (34 per cent).  

In the US, the top three look different. The main obstacle is the same, budget constraints, cited by 37 per cent, but it’s followed by the inability to effectively measure/quantify returns on investment at 35 per cent, and cloud service provider challenges (33 per cent). These differences may reflect US companies’ greater maturity in regard to cloud adoption. 

Cloud-powered companies are driving more value from their transformation 

Running part of a business in the cloud is not the same as being cloud-powered.   

To identify cloud-powered companies, PwC developed a success index showing which companies are achieving greater benefits from the cloud, and what they are doing to realise those benefits.  

This analysis clearly identified the top quartile of companies, which were significantly more likely to have already achieved measurable value across a greater range of business benefits. PwC identified 77 of the 389 companies it surveyed as cloud-powered companies. 

Accordingly, PwC says that cloud-powered companies have achieved significantly more measurable value across a wide array of business benefits than other companies — from 2.8x more in improved decision-making to 5.7x in enhanced customer experience.  

Cloud-powered companies are almost twice more likely to take a multi-faceted cloud approach, and are almost three times more likely to be all-in on cloud. They are also more likely to be prioritising almost all of their cloud capabilities in the next 12 months, and their C-suite executives consistently collaborate at the planning stage across all areas. 

“There is a visible disconnect between the low maturity of the market and the highly ambitious targets for the next two years, as a substantial majority of companies who are not all-in on the cloud plan to move a big part of their operations there,” says Andrei Ghiorghiu, CEO of BlueTweak, a Romanian firm which makes helpdesk software. 

“From our experience, although finding the talent needed after migration to the cloud is an obstacle to reaching full cloud potential, educating CIOs and CTOs seems to be a problem of equal value. ​Our region is only speeding up on its way to cloud transformation, and I see prospects for it, especially looking at the eagerness of CEE companies to adopt the cloud.”  

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis at Reinvantage.

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Case study: Global technology company

1. The Client

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

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

2. The Challenge

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

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

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

3. The Sprint

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

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

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

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

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

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

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

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

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

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

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

Case study: Regional VC fund & accelerator

1. The Client

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

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

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

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

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

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

3. The Sprint

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

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

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

Three core insights provided the turning point:

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

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

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

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

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

Case study: International impact Organisation

1. The Client

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

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

2. The Challenge

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

Key issues:

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

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

3. The Sprint

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

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

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

Three critical insights reshaped the path forward:

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

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

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

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

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

Case study: National digital development agency

1. The Client

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

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

2. The Challenge

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

Key issues:

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

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

3. The Sprint

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

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

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

Three practical insights stood out:

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

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

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

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