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Same again, please

The success of the EU’s 2004 enlargement must drive a new wave of expansion

April 23, 2024

7 min read

April 23, 2024

7 min read

Photo by Sasha Pleshco on Unsplash.

On May 1, 2004, the European Union embarked on perhaps its most ambitious ever endeavour: the largest single expansion in its history, welcoming ten new member states, primarily from Central and Eastern Europe.

Such an enlargement—at least in one full swoop—is unlikely to ever take place again.

This historic enlargement incorporated Czechia, Estonia, Hungary, Latvia, Lithuania, Poland, Slovakia, and Slovenia into the EU. Cyprus and Malta also become EU members. The event was not just a political milestone but also a transformative economic and social reform process aimed at unifying a continent once divided by the Cold War.

Nearly two decades on, the success of the 2004 enlargement is almost indisputable. Every country that formed part of the 2004 cohort is considerably richer, and—with one notable exception—freer. The EU has brought wealth, it has consolidated democracy, and has helped to disseminate progressive values.

It’s no wonder that the queue to join the EU is long and looks set to grow even longer this year with Armenia’s application reportedly imminent.

An economic success story

The economic implications of the 2004 EU expansion have been profound for both the new member states and the bloc as a whole.

As a result of what was officially termed the fifth enlargement, the number of EU member states increased overnight from 15 to 25, the number of official languages from 11 to 21, while the bloc’s population increased by 75 million.

Part of the same wave of enlargement was the accession in 2007 of Bulgaria and Romania, who were unable to join in 2004 due to concerns over rule of law and corruption, but which, according to the European Commission, constitute part of the fifth enlargement.

Initially, these countries faced significant economic disparities compared to their Western counterparts, characterized by lower GDP per capita and industrial output.

However, integration into the EU brought extensive benefits through several channels, most notably increased investment, access to a larger market, and substantial structural and cohesion funds from the EU budget.

The results were quickly apparent. Countries like Poland and Slovakia experienced rapid economic growth, outpacing the growth rates of long-standing EU members. For instance, from 2004 to 2019, Poland’s GDP more than doubled, supported by EU funds that contributed to infrastructure projects, enhancing both rural and urban development. The EU’s cohesion policy, aimed at reducing economic and social disparities, has been instrumental in this growth. These funds have been utilised in constructing highways, modernising railways, improving rural connectivity, and supporting various economic initiatives that have collectively boosted regional economies.

Perhaps the most significant economic achievement of the 2004 EU expansion has been the extension and successful integration of the single market. By incorporating so many new member states, the EU not only grew its geographic and demographic footprint but also created the world’s largest and most successful single market, featuring over half a billion consumers and 21 million businesses.

This expansion has facilitated unprecedented levels of trade and economic cooperation, removing barriers to the free movement of goods, services, capital, and labour.

The single market has allowed businesses to scale up efficiently and effectively across the continent, fostering competitiveness and innovation. This is evident in the growth of Central and Eastern European firms that have expanded beyond their national borders, leveraging the single market’s scale and scope for growth and innovation.

The EU’s limitations

One of the fundamental aims of the EU has always been to support and stabilise democratic governance in its member states.

The fifth enlargement was particularly significant in this regard, as it included nations still transitioning from decades of communist rule. The EU has played a crucial role in fostering democratic institutions and practices in these countries through stringent adherence to the Copenhagen criteria (the rules that define whether a country is eligible to join the European Union), which include stable institutions guaranteeing democracy, the rule of law, human rights, and respect for and protection of minorities.

The subsequent impact on democracy in these countries has been largely positive, with improvements in judicial reforms, anti-corruption measures, and civil society development notable.

However, challenges remain, such as concerns over judicial independence and media freedom in some states, particularly Hungary. Here, the democratic backsliding brought about by the Viktor Orbán government has highlighted some of the EU’s limitations.

Brussels has been largely powerless to prevent the Fidesz government passing anti-migrant and anti-LGBT+ policies, as well as laws that hamper the operations of opposition groups, journalists, universities, and nongovernmental organisations (NGOs) that are critical of the ruling party or whose perspectives Fidesz otherwise finds unfavourable.

The country has for some years been classed by Freedom House, which monitors democracy across the world, as only ‘partly free’. It is the only EU member state not classed as a consolidated or semi-consolidated democracy, instead finding itself bracketed with EU hopefuls in the Caucasus and Western Balkans as a ‘Transitional or Hybrid’ regime.

Beyond withholding some funding however there is little that the EU can do to bring errant member states onside. There is, famously, a mechanism that allows member states to leave the EU of their own accord (Article 50—see Brexit) but none which allows Brussels to kick out a state that no longer adheres to its values.

Until such a mechanism exists (and some member states are keen to see one introduced, even though it would require rewriting the EU’s constitution) there is likely to be any real enthusiasm for further enlargement.

An alternative to Russia

This is a shame, for the EU currently has a window of opportunity that may not be open for long. Russia’s invasion of Ukraine has changed the geopolitical landscape, making the inclusion of countries from Albania to Armenia not just a timely consideration but an imperative strategic move.

Europe’s historical backdrop, characterised by shifting borders and conflicts, particularly in its eastern territories, underscores the need for a stable and unified continent.

Countries like Ukraine and Georgia are of immense strategic importance. Their integration into the EU could serve as a bulwark against instability, enhancing the security landscape across the continent.

Moreover, the region’s role in global energy dynamics cannot be understated. As the EU seeks alternatives to reduce its energy dependency on Russia, these countries’ roles as transit hubs for pipelines are invaluable. This integration not only promises greater energy security but also fortifies the EU’s strategic autonomy by diversifying its energy sources.

More than anything else, however, the EU offers a counterbalance to Russia’s influence in Eastern Europe. By integrating countries that historically leant towards Moscow (Armenia is the latest to pivot), the EU can present an alternative that aligns more closely with Western values and economic systems.

But for that to become more than rhetoric, the EU needs to act now. Its hitherto poor record in the Western Balkans (five countries from the Western Balkans have candidate status but progress on negotiations—or even launching negotiations—has been slow) does not bode well for further enlargement, despite the speed and enthusiasm with which Georgia, Moldova, and Ukraine were granted candidate status over the past couple of years.

The success of 2004 needs to drive a new wave of expansion. It should inspire confidence and act as a compelling catalyst for embracing new EU members.

Photo by Sasha Pleshco 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.