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Stuck in the middle

Middle-income countries must prioritise reforms that foster the infusion of capital, knowledge, and expertise

March 19, 2025

6 min read

March 19, 2025

6 min read

Photo by Vlad Sargu on Unsplash.

Communism ditched, the countries of Central and Eastern Europe and Central Asia got richer fast—but now they risk getting stuck. After decades of impressive economic gains, twenty countries from the Balkans to the Caucasus face a growing threat: the notorious middle-income trap. Without bold reforms, warns a new World Bank report, their dream of joining the club of wealthy economies may remain permanently out of reach.

The report, Greater Heights: Growing to High Income in Europe and Central Asia, paints a stark picture of the challenges facing these middle-income countries. Growth rates have sagged dramatically since the global financial crisis of 2007–09. Demographic headwinds—rapid aging, declining birth rates, and large-scale emigration—are biting. Structural reforms have slowed. Worse, the global environment has turned hostile, with fragmented supply chains, protectionism, and geopolitical turmoil battering small, open economies.

As a result, income convergence with richer European countries has stalled. Without bold changes, stagnation looms.

Ivailo Izvorski, chief economist at the World Bank and lead author of the report, argues that to regain momentum, governments must tackle long-overdue foundational reforms. He says nations should not simply chase growth through capital investment, but rather shift to an economic strategy embracing infusion of foreign knowledge, expertise, and technology—and, crucially, genuine innovation.

The missing large

First, the private sector needs urgent revitalisation. Although Eastern European countries pride themselves on entrepreneurship, the reality falls short. Too many businesses are small, inefficient, and poorly managed—what the World Bank dubs a “missing large” problem.

Companies in Eastern Europe and Central Asia enter the market smaller and stay smaller than their counterparts elsewhere. While in America a firm grows sixfold in its first five years, in Eastern Europe it typically grows less than fourfold. This lack of scale throttles productivity growth.

The report highlights Estonia and Poland as positive examples. Estonia aggressively promoted startups through incentives for young, innovative firms, creating a thriving tech ecosystem. Firms like Bolt, Wise, and Skype flourished. Poland, too, has nurtured a dynamic private sector.

But elsewhere, the situation is grim. In countries like Serbia, Bosnia, or Bulgaria, the prevalence of inefficient small firms—often family-run businesses reluctant to innovate—is widespread, dampening overall economic dynamism.

Exacerbating this is the dominance of state-owned enterprises (SOEs), which crowd out private companies. In energy, SOEs control nearly all transmission and fossil fuel power generation, severely restricting competition. The report warns governments to discipline incumbents and boost competition authorities, allowing new entrants space to grow. Innovation depends on a level playing field, not protectionism.

Starved of capital

Access to capital remains another major obstacle. Eastern European firms struggle to find long-term financing, while risk capital markets are woefully underdeveloped. In countries like Armenia, Georgia, or Moldova, venture capital investment is negligible, limiting startups’ capacity to scale or innovate. Banks, meanwhile, remain risk-averse and favour large incumbents. State-directed lending, especially in Central Asia, further distorts markets by channelling resources to politically connected but inefficient firms.

The World Bank report urges governments to actively foster venture capital ecosystems, reform financial regulations, and reduce state interference in lending practices. Estonia again provides a positive example, having developed efficient digital banking and venture capital markets that offer innovative entrepreneurs opportunities to scale their businesses rapidly.

Talent wasted, mobility stalled

Education is another urgent priority. Thirty years ago, Eastern Europe was renowned for high literacy rates and strong basic skills. But quality has deteriorated alarmingly in recent decades. According to the Programme for International Student Assessment (PISA), students in the region lost the equivalent of an entire year of learning over the past decade.

Even countries once known for educational excellence, such as Russia and Ukraine, have seen PISA scores plummet.

Vocational education systems have proved particularly problematic. Students are funnelled into rigid vocational tracks at a young age, locking them into outdated career paths. Employers increasingly complain of mismatches between skills taught in schools and those needed in rapidly evolving markets. Bulgaria and Romania are examples of countries where vocational education, long championed as a gateway to employment, instead traps students in declining industries.

Higher education faces similar woes. Many universities across the region have proliferated without adequate quality control, producing graduates with questionable skills. Only a handful of Eastern European universities rank in global top-500 lists.

Academic capture—where universities prioritise political or business interests over academic excellence—is common, stifling innovation and meritocracy.

Countries must urgently reform education, says the World Bank. Vocational tracking should be delayed to allow broader education before career specialisation. Universities should consolidate, merge with research institutes, and become accountable for employment outcomes. Estonia, again, shows the way forward with its close collaboration between universities, research centres, and private companies, leading to vibrant innovation hubs such as the Tallinn Science Park.

Social mobility, too, must improve. The report warns that without the belief that education guarantees a better future, populations become discouraged, disengaged, and resistant to reform. Today’s youth risk becoming the first generation in Eastern Europe and Central Asia less educated than their parents. Governments need to reassure citizens that merit, not background or connections, determines success.

Energy blues

Energy inefficiency remains perhaps the most overlooked barrier to growth. Eastern Europe and Central Asia is the world’s most energy-intensive developing region. An average Eastern European country requires 1.5 times more energy per unit of GDP than East Asian economies, and 2.5 times more than EU countries. Antiquated infrastructure, wasteful state monopolies, and heavy fossil fuel subsidies keep energy costs high and innovation low.

Energy subsidies disproportionately benefit large incumbents, notably state-owned firms in coal and gas. Renewable energy producers face countless bureaucratic hurdles to enter markets, preventing efficient investment in cheaper, cleaner energy.

Poland and Turkey, which recently boosted wind and solar capacity dramatically, prove reform is possible. Yet other countries, such as Uzbekistan and Serbia, continue to rely heavily on inefficient coal plants and monopolistic state utilities.

The World Bank advocates removing fossil-fuel subsidies, introducing carbon pricing, and making markets more competitive. This will involve politically difficult decisions, requiring governments to carefully sequence reforms and provide targeted income support for vulnerable groups.

Facing reality

The reality facing Eastern Europe’s middle-income countries is stark. They are not poor anymore, but without sweeping structural reforms, their rise may plateau. The EU accession path, once seen as a guaranteed growth elevator, is slower and less predictable today. Populist politics and external shocks—from pandemics to wars—compound the challenge. But the rewards for reform are clear.

Countries such as Estonia, Poland, and Romania, that have embraced private-sector dynamism, educational quality, and innovation, are already reaping rewards.

The alternative—continued stagnation, loss of talent, and decline—is unthinkable. Governments must summon the political courage to overhaul markets, education, and energy sectors before the middle-income trap becomes permanent.

For the twenty countries on the threshold, the time to act is now—before the trap snaps shut.

Photo by Vlad Sargu on Unsplash.

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.