Regime change in Azerbaijan?
Time to reinvent, not tweak, education
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That was the year that was

Ukraine’s resilience to rigged elections in Georgia, this is our review of 2024

December 27, 2024

14 min read

December 27, 2024

14 min read

Ukraine launched a surprise incursion into Russia’s Kursk region in August, taking both its western allies and Russia by surprise. By the end of the first week, the Ukrainian military said it had captured 1,000 square kilometres of Russian territory, and some 28 settlements.

While Ukraine continues to hold much of the territory, in the wider war it ends 2024 on the backfoot, struggling to recruit soldiers as Russia, now backed by North Korean forces on the battlefield, makes slow, suicidal advances on the Donbas front.

At the end of November, Ukrainian President Volodymyr Zelensky subtly shifted his rhetoric about ending the war with Russia, suggesting that Ukraine is open to stopping the fight to regain Russian-occupied territory in exchange for membership in NATO.

In a series of interviews and public statements in recent weeks, Zelensky has sought to show that he is prepared to negotiate an end to the conflict—something that US President-elect Donald Trump repeatedly called for on the campaign trail.

For most of the war, Zelensky has insisted that his country would keep fighting until it had reclaimed the roughly 20 per cent of the country currently under Moscow’s control.

Now, however Zelensky appears to be gently signalling that he could accept a ceasefire that effectively would leave occupied territory in Moscow’s hands if the rest of Ukraine were given protection by NATO—terms that Russia is likely to reject, however.


Georgia held a parliamentary election in October, the results of which the country’s opposition refused to recognise, citing irregularities in the voting process and accusing the ruling Georgian Dream party, which has drifted further away from the EU towards Moscow over the past 12 months, of fraud.

At the end of November, the European Parliament adopted a resolution condemning the parliamentary elections for being neither free nor fair, and calling for them to be re-run within a year. In response, Georgian Dream halted the country’s EU accession process and ended all cooperation with EU programmes and initiatives. The response sparked a new wave of widespread protests across Georgia, which continue.

Pro-EU President Salome Zourabichvili, due to end her second term in office on December 29, has vowed to stay in her post, claiming that the ‘illegitimate’ parliament has no right to elect her successor.

“My mandate ends when the new legitimate president will be elected. That depends on new elections and it’s the main demand of people on the streets,” said Zourabichvili, who has regularly joined pro-EU protesters on the streets of Tbilisi.


Armenia and Azerbaijan moved closer to a formal peace deal following a brief meeting on the sidelines of the BRICS summit in the Russian city of Kazan in October between Azerbaijani President Ilham Aliyev and Armenian Prime Minister Nikol Pashinyan. The pair instructed their respective foreign ministers to fast-track negotiations on an, Agreement on the Establishment of Peace and Interstate Relations.

The main stumbling block to peace is the Azeri demand that Armenia amend its constitution to recognise Azerbaijan’s sovereignty over the province of Nagorno-Karabakh, internationally-recognised as Azeri territory but for decades occupied by Armenia until it was taken by Azerbaijani forces in September 2023.


Azerbaijan hosted COP29 in November to general derision, given the country’s ongoing reliance on the export of fossil fuels for its economic well-being.

Aliyev used his speech at the opening of the event to deliver strong criticism of Western governments that purchase his country’s gas while condemning its fossil fuel-dependent economy.

“It is not fair to call Azerbaijan a ‘petrostate,’” Aliyev said, pointing out that the country accounts for less than one per cent of global oil and gas production. “Oil and gas are a gift from God, just like the sun, wind, and minerals.

“Every natural resource, whether its oil, gas, wind, sun, gold, silver, copper, all that are natural resources. Countries should not be blamed for having them and should not be blamed for bringing these resources to the market.”


In December, the heads of the security services of Kyrgyzstan and Tajikistan announced that they have finalised the delimitation of their shared border, marking what they described as a historic step in resolving years of tension and conflict.

The declaration was issued jointly by Kamchybek Tashiyev, head of Kyrgyzstan’s State Committee for National Security, and Saimumin Yatimov, his Tajik counterpart.

It will now fall to working groups to draft the final legal documents, paving the way for ratification by the countries’ parliaments and presidents in the coming months. Specifics on exactly how the almost-1,000-kilometre-long border has been demarcated have yet to be made public.


Groundhog Day in Bulgaria came and went once again as the country ended the year as it began: without a permanent government, despite having held two parliamentary elections over the course of the year.

An eighth general election in just over three years is now likely to be held in the spring of 2025 and promises to be just as inconclusive as the previous seven.


In Slovakia, populist Peter Pellegrini was elected president of Slovakia in April, succeeding the liberal Zuzana Čaputová who did not run for a second term in office.

A former prime minister, Pellegrini is a close ally of Slovakia’s Prime Minister Robert Fico, and shares the PM’s dovish attitude towards Russia.

A month later, in May, Fico was shot and injured in an apparent assassination attempt by a 71-year-old, Juraj Cintula, who was detained by police at the scene. Cintula has stated however that he did not intend to kill Fico, only to harm him in such a way as to render him unable to serve as prime minister.

Fico was discharged from hospital in June and resumed duties later in the summer.


Romania’s Constitutional Court scrapped the country’s presidential election in December, just 48 hours before Romanians were due at the polls for the second round of voting.

The second round was immediately cancelled, and the entire presidential election process will now be rerun, most likely in March next year. Until then, incumbent Klaus Iohannis will almost certainly remain in office.

At the centre of events is Călin Georgescu, running as an independent with the backing of three extremist parties, who won the first round with 22 per cent of the vote. Georgescu has been accused of holding pro-Russian, fascist views. He was due to face the broadly progressive, pro-European Elena Lasconi, leader of the Save Romania Union (USR), in the run-off.

In its ruling, in which Georgescu was not named directly, the court cited illegal use of digital technologies including artificial intelligence, as well as undeclared sources of campaign funding.


In neighbouring Moldova, Maia Sandu (above) was re-elected for a second term in office, comfortably defeating—with significant help from Moldova’s large diaspora—the Russian-backed candidate Alexandr Stoianoglo.

Sandu also managed to push through a referendum on a constitutional amendment that enshrines Moldova’s ambition to one day join the EU in its constitution. As with the presidential election, it was the high number of votes in favour of the amendment cast by Moldova’s diaspora that won the day for the pro-EU camp.


North Macedonia swore in a new, nationalist-dominated government led by Prime Minister Hristijan Mickoski in June, following his party’s victory in elections in May.

The ruling coalition is now composed of Mickoski’s VMRO-DPMNE party, the Albanian alliance VLEN/VREDI and ZNAM, an ethnic Macedonian splinter from the Social Democrats (SDSM).

Mickoski, in his first speech as premier, told Macedonian MPs, “it is time to roll up the sleeves and start solving problems in this country”.


Croatia’s Prime Minister Andrej Plenković survived two no-confidence motions against his pro-European Union government in parliament in 2024, launched over a high-profile case of alleged corruption involving a former minister.

The motions were initiated by the opposition Social Democratic party, citing the involvement of government ministers and officials of the ruling Croatian Democratic Union in a series of corruption cases in recent years.


Poland, fresh off the 2023 elections that ushered in a more pro-EU coalition, spent much of 2024 restoring its credentials as a team player in Brussels. Parliament passed long-debated judicial reforms to address rule-of-law concerns, unlocking much-needed EU recovery funds.

Nevertheless, the government had to deal with delicate domestic debates on how best to handle abortion (still basically illegal), migration, and manage rising housing costs, reflecting a Poland in flux yet steadying its European course.

In 2025, the country elects a new president. Mayor of Warsaw Rafał Trzaskowski, backed by Civic Coalition, the largest party in government, will be the hot favourite.


In Hungary, PM Viktor Orbán has had to deal with the biggest threat to his grip on office: the rise of a new opposition figure, Péter Magyar, a former member of Orbán’s Fidesz party.

In November, Magyar accused Orbán’s government of spying on him and his staff.“Intelligence officers who serve their country and not a mafia government have confided in me that my apartment, our offices and our vehicles have been bugged for months,” said Magyar, who now leads the opposition Tisza party, which is currently polling well ahead of Fidesz. Hungary next elects a parliament in 2026.

Earlier in the year, in February, Hungary’s president, Katalin Novák, a staunch Orbán ally, was forced to step down over her decision to pardon a man convicted of helping cover up a sex abuse case at a children’s home. Hungary’s parliament later elected a former head of the Constitutional Court, lawyer Tamás Sulyok, to replace her as president.


Serbia was hit by a wave of protests in October in opposition to Rio Tinto’s planned lithium mine in the country, with demonstrators saying its development will damage the environment.

The protest comes after the ruling coalition led by the Serbian Progressive party (SNS), which holds an overwhelming majority, rejected an opposition draft law stipulating a ban on mining and exploration for lithium and borates.

Lithium, regarded as a critical material by the EU and the US, is used in batteries for electric vehicles and mobile devices. If implemented, Rio Tinto’s Serbia project could reportedly meet 90 per cent of Europe’s current lithium needs, positioning the country as one of the world’s leading lithium producers.

Fresh protests in December—when as many as 300,000 people rallied against President Aleksandar Vučić and the perceived corruption of the SNS, which they blame for a railway station roof collapse in November that killed 15 people—threatened to bring down the government.

For now, it hangs on.


Bulgaria and Romania were finally given the green light to join fully the border-free Schengen travel zone at a meeting of the European Council in December. While both countries had joined Schengen with their airports in March, controls had remained at land borders.

Border controls at land crossings between the two countries, and with other Schengen nations (Hungary, Greece) will now disappear entirely on January 1, 2025.


On Christmas Day, 38 people were killed when a passenger plane operated by Azerbaijan Airlines burst into flames as it crashed near the city of Aktau in Kazakhstan after veering hundreds of kilometres off its planned route.

The flight was carrying 62 passengers and five crew members from Azerbaijan’s capital, Baku, to the Russian city of Grozny in Chechnya. There was speculation in Russian media that the plane could have been shot down by Russian air defences, which mistook it for a Ukrainian drone.


Latvia’s investment promotion agency LIAA displaced Invest Estonia as the leading national investment promotion agency (IPA) in Central and Eastern Europe and the Baltics, ending four years of uninterrupted Estonian success. In the 2024 edition of Emerging Europe’s Investment Promotion Report, published in April, and which since 2018 has taken an in-depth look at how the region’s 23 IPAs communicate their investment opportunities and how they use their digital channels to get potential investors interested in the various business opportunities offered by the region’s key sectors, LIAA, third in 2023 behind Estonia and Lithuania, leapfrogged both of its Baltic neighbours to claim top spot.

Estonia retained top spot however on Emerging Europe’s IT Competitiveness Index, part of our annual Future of IT report. Estonia scored 63.83 out of a possible 100 points. Latvia (up from fourth) took second place with 60.46, overtaking both Lithuania (59.26) in third and Poland (54.62), which fell to fourth. Romania (53.28) rounded out the top five.

Estonia also took first place on our Future of Emerging Europe Sustainability Index, ahead of Slovenia and Czechia.


In October, Polish convenience retailer Żabka launched the region’s largest IPO of the year on the Warsaw Stock Exchange (GPW). The value of the IPO reached 6.45 billion złoty (1.5 billion euros) – making it the fourth biggest debut in the GPW’s history and putting the value of the entire company at 21.5 billion złoty (five billion euros). However, Żabka’s shares have since fallen around 12 per cent in value since the IPO.

Another retailer meanwhile, Croatia’s Studenac, cancelled its planned IPO (due to be split between the GPW and Zagreb exchanges) in November. The company and its Warsaw-based private equity owner Enterprise Investors had sought to raise as much as 794 million złoty (185 million euros) from the share sale.

It was reported that the Studenac IPO collapsed after the European Bank for Reconstruction and Development (EBRD) scrapped plans to buy a stake of as much as 10 per cent stake in the retailer.

In December, the sale of Royal Mail’s parent company to the Czech billionaire Daniel Křetínský was approved by the UK government after a review under national security laws, confirming the 3.6 billion UK pounds takeover of International Distribution Services (IDS)—the owner of the 508-year-old Royal Mail—by Křetínský’s EP Group.

It will be the first time Royal Mail has been controlled by an overseas owner in its history, which stretches back to 1635 when Charles I introduced a public postal service.

Also in December, Romanian businessman Dan Șucu bought a controlling, 77 per cent stake in Italy’s oldest football club, Genoa, for an undisclosed sum.


On May 7, 1986, Steaua Bucharest goalkeeper Helmuth Duckadam saved all four Barcelona penalties in a shoot-out to decide the European Cup Final in favour of the Romanian side. He remains the only keeper in history to do so.

Though Duckadam’s career was soon after cut short by a rare blood disorder, he remained an icon of both Steaua and Romanian football until his untimely death at the age of just 65 in December.

“Romanian football lost a legend and we, all of us who love this sport, lost a role model,” said Razvan Burleanu, president of the Romanian Football Federation (FRF). “Helmut Duckadam was not only an exceptional goalkeeper, but a symbol of the impossible transformed into reality.

“Through his heroic performance in Seville, he put Romania on the map of world football.”


It was a good year for sportsmen and women—and teams—from Central and Eastern Europe and the Caucasus in 2024. Four stand out, however: Slovenian cyclist Tadej Pogačar (pictured above), Ukrainian boxer Oleksandr Usyk, Ukrainian high jumper Yaroslava Mahuchikh, and the Georgian men’s football team. 

Pogačar was all but unbeatable in 2024, winning just about every race he entered, including the Tour de France, the Giro d’Italia and the World Road Race Championships—widely viewed as being cycling’s triple crown. He also won the Volta a Catalunya, Liège–Bastogne–Liège, the Giro di Lombardia, and Strade Bianche. Not since the days of Eddy Merckx in the early 1970s has one cyclist dominated the sport in such a way.

Usyk meanwhile became the first undisputed world heavyweight champion of the four-belt era when he defeated Tyson Fury on points in May 2024. That also made the Ukrainian the first undisputed heavyweight king since British fighter Lennox Lewis in 1999. Usyk beat Fury again in December.

Mahuchikh also had an extraordinary 2024, breaking a world record that had stood since 1987 and winning Olympic gold. She was later in the year named female athlete of 2024 by the World Athletics. 

Finally, Georgia’s national football team may not have made it past the second round at the European Championships in the summer, but their style of play—gung ho in an era of safety-first soccer—won them many friends and entertained us all. And in Giorgi Mamardashvili—set to join Liverpool next summer—they could also boast the tournament’s best goalkeeper. 

Photo: © European Union.

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.