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Taiwan’s strategic opportunity

Taiwan's robust economy complements CEE's FDI initiatives

March 5, 2024

7 min read

March 5, 2024

7 min read

Photo by Timo Volz on Unsplash.

 It’s highly unlikely that the issue of whether to pursue closer bilateral relations with the countries of Central and Eastern Europe influenced too many voters during Taiwan’s presidential and legislative elections in January, won by William Lai and his ruling Democratic Progressive Party (DPP). 

Polling suggests that the rising cost of living appears to have been the key concern of Taiwanese voters, who put Lai into the presidential office building in Taipei with just over 40 per cent of the vote, well below the 56 per cent won by his predecessor Tsai Ing-Wen in both 2016 and 2020. The DPP also saw its share of the vote fall—indeed, it no longer has an overall majority, a fact that will significantly complicate Lai’s ability to push forward his agenda. 

In the run-up to the election, China—which continues to view Taiwan as its territory—denounced Lai as a dangerous separatist, set on continuing Tsai’s policy of championing a separate Taiwanese identity. 

For Central and Eastern Europe, this policy has brought about a major shift in bilateral relations. During Tsai’s eight years in charge, Taiwan’s engagement with the countries of CEE transitioned from cautious interaction to more dynamic and mutually beneficial relations.  

This evolution was emblematic of Taiwan’s broader diplomatic strategy, seeking to cultivate friendships based on shared interests and values. The Taiwan-EU Economic Dialogue, for instance—driven by some CEE governments—marked a significant milestone, offering a platform for both parties to explore collaborative ventures across various sectors, not the least of which is semiconductors. In 2022, Taiwan produced 64 per cent of the world’s microchips.  

Last year, a Taiwan-backed venture capital firm, Taiwania Capital, annnounced that it is looking to invest 200 million US dollars in Central and Eastern Europe and to act as a bridge for start-ups that want to grow their businesses in Asia and beyond, as ties between the island and the region deepen. 

“We understand that now we [Taiwan] are a middle power, and as a middle power, we want to take up the responsibility in working with … countries like Poland, and countries like Czechia, Slovakia, Romania and [the] Baltic states, to contribute, to bring good things to the region,” Mitch Yang, managing partner of Taiwania’s CEE Investment Fund, told Nikkei Asia in an interview. 

Czechia, Estonia, and Slovakia have all sent high-level delegations to Tapiei over the past two years, while Lithuania has gone so far as to allow Taiwan to open a ‘representative office’—in effect an unofficial embassy—in Vilnius. 

Karol Galek—a state secretary at Slovakia’s Ministry of Economy who led Bratislava’s delegation to Taipei said that, “Taiwan as a successful example that even a small player can become a global leader in research and development.” 

Escaping the ‘middle income trap’ 

This historical trajectory reveals not only the growing ties but also the potential for deepening these relationships in a world increasingly defined by geopolitical contestations. 

Both Taiwan and the countries of Central and Eastern Europe have large, powerful neighbours which covet (declared or otherwise) their territory and can point to a successful transition from dictatorship to democracy. 

Taiwan also offers an economic model—last year the island was presented by the Vienna Institute for International Economic Studies (wiiw) as an example of how effective a well-designed strategic industrial policy can be in helping countries avoid the so-called ‘middle income trap’. 

“Even though there are many differences with the EU members of Central and Eastern Europe the success stories of East Asia offer valuable inspiration,” said Zuzana Zavarská, an economist at wiiw and co-author of a new study on the topic. 

Indeed, the economic interplay between Taiwan and the CEE region is ripe with potential. Taiwan’s robust manufacturing sector, particularly in electronics and precision machinery, complements CEE’s strategic initiatives to attract foreign direct investment and bolster technological capabilities.  

Tsai’s New Southbound Policy, which Lai is likely to continue and which aims to strengthen Taiwan’s reputation as a secure and reliable partner amid the mounting threats of authoritarianism and climate change, as well as a global restructuring of supply chains, aligns well with CEE’s ambition to become a pivotal hub in Europe’s economic landscape.

As well as the planned investment by Taiwania Capital, concrete examples include Taiwanese investments in Poland’s electronics sector and Hungary’s automotive industry, showcasing the tangible benefits of economic collaboration. 

Trade and investment synergies 

Taiwan’s trade with the CEE region has seen a consistent uptick, driven by mutual interests in expanding market access and diversifying supply chains. In 2022, the EU as a whole was Taiwan’s fourth-largest trading partner, with Taiwan the EU’s twelfth-largest trading partner globally and fifth-largest in Asia, with total bilateral trade volume amounting to 75.30 billion US dollars, according to official Taiwanese statistics. 

Taiwan’s expertise in high-tech industries, coupled with the CEE’s skilled workforce and strategic location, offers a compelling proposition for increasing trade volumes and investment flows. Enhancing bilateral trade agreements, reducing tariff barriers, and facilitating business exchanges could further unlock economic potential between Taiwan and the CEE countries. 

Taiwan’s global leadership in semiconductors and information technology provides a solid foundation for collaboration with CEE nations keen on advancing their digital economies.  

Joint research initiatives, technology parks, and start-up incubators could serve as catalysts for innovation, driving progress in key areas such as smart cities, green technologies, and digital health. An example of successful collaboration is the partnership between Taiwanese companies and Czech institutions in developing smart city solutions, underscoring the mutual benefits of technological cooperation. 

Expanding research and development partnerships between Taiwanese universities and CEE academic institutions can also accelerate technological advancements and innovation. These collaborations can leverage Taiwan’s strengths in hardware manufacturing and CEE’s growing software development capabilities, fostering a complementary relationship that benefits both regions’ technological ecosystems. 

Cultural and educational exchanges 

The fabric of Taiwan-CEE relations is further enriched by cultural and educational exchanges. Taipei is already acting to increase its cultural presence in Europe by dedicated funding to selected European universities and associations in order to promote Taiwan Studies, as well as some scholarships for European academics and students to study in Taiwan.  

Cultural festivals and art exchanges celebrate the diverse heritage of both regions, fostering a sense of community and shared humanity. These soft power initiatives are crucial in cementing long-term relationships that transcend economic and technological collaborations. 

Taiwan’s proactive engagement with CEE countries reflects a strategic calculus aimed at diversifying its international partnerships amidst increasing global tensions. This approach not only seeks to strengthen Taiwan’s international position but also resonates with CEE countries’ desire for balanced foreign policies.  

By championing shared values of democracy, human rights, and the rule of law, Taiwan can enhance its geopolitical standing while offering CEE countries an alternative to dependence on major powers—not least China. 

Geopolitical complexities 

Nevertheless, the geopolitical landscape presents challenges and opportunities for Taiwan-CEE relations. Taiwan must navigate the complexities of international diplomacy with finesse, advocating for peaceful resolution of cross-strait tensions while promoting its role as a responsible global actor. Engaging CEE countries in dialogues on cybersecurity, regional security, and economic resilience can solidify Taiwan’s position as a valuable partner in addressing contemporary challenges. 

While the potential for Taiwan-CEE collaboration is immense, several challenges require strategic navigation. These include the delicate balance of diplomatic relations, and the need for a coherent strategy to counter economic coercion. When Lithuania allowed Taiwan to open its representative office, China blocked trade with Vilnius. 

To overcome these challenges, Taiwan and CEE nations must prioritise innovation in diplomacy, economic collaboration, and cultural exchange. Establishing a formal Taiwan-CEE strategic dialogue mechanism could provide a regular platform for addressing issues of mutual concern and exploring new areas of cooperation.

Moreover, leveraging digital platforms to facilitate business matchmaking and cultural exchanges could enhance connectivity and understanding between the peoples of Taiwan and the CEE region. 

Ultimately, however, by deepening economic ties, fostering technological innovation, and nurturing cultural and educational exchanges, Taiwan and CEE can build a partnership that not only benefits their own populations but also contributes to global stability and prosperity, and which counters China’s malign influence. 

In navigating the challenges ahead, a strategic, innovative approach will be essential in realising the full potential of what has already proven to be a more than promising partnership.

Photo by Timo Volz on Unsplash.

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.