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Unready, unsteady, go

Ukraine and the Balkans are unprepared for the EU's two-year timetable

November 18, 2025

6 min read

November 18, 2025

6 min read

The European Commission has set itself an ambitious deadline. In early November it announced that accession negotiations with Montenegro, Albania, Moldova and Ukraine could be wrapped up within two years—a timeline that would make previous enlargement rounds look positively leisurely.

A new study commissioned by Brussels itself, however, suggests this optimism may be premature. The Vienna Institute for International Economic Studies (wiiw) has taken a hard look at three candidates—Ukraine, Serbia and Montenegro—and found that, whilst membership is theoretically possible, the gap between rhetoric and reality remains uncomfortably wide.

The rationale for speed is geopolitical rather than economic. “Against the backdrop of increasing geopolitical competition between the major powers, the EU would be well advised to stabilise its immediate neighbourhood in the east and southeast through a rapid round of enlargement,” says Michael Landesmann, an economist at wiiw and co-author of the study. Translation: better to have Ukraine inside the tent than outside it, Russian tanks or no Russian tanks.

But geopolitical expediency has a habit of colliding with economic reality. The wiiw analysis compared the current state of Ukraine, Serbia and Montenegro with the situation in Romania, Bulgaria and Croatia before their accession, and found that all three suffer from significant economic and institutional shortcomings. More troubling still, the study calls for stricter measures than in previous enlargement rounds—a sign, perhaps, that earlier accessions were perhaps too lenient.

Ukraine’s oligarch problem

Ukraine faces the most dramatic challenges, and not merely because of ongoing Russian bombardment. The country’s structural weaknesses run deep. Foreign direct investment stands at the lowest level in the entire region—a reflection not just of security concerns but of endemic corruption and weak rule of law. “Despite its weak institutions and major shortcomings in terms of the rule of law and the fight against corruption, significant progress has been made,” says Richard Grieveson, deputy director of wiiw. “In these areas, Ukraine is comparable to Romania and Bulgaria at the beginning of their accession process and is therefore not a negative outlier.”

This is damning with faint praise. Romania and Bulgaria entered the EU in 2007 with serious governance problems. Some persist to this day. Ukraine’s competitive advantages lie in agriculture and forestry, food processing, metal production, IT services, and increasingly defence technology—particularly drones. Yet without foreign capital to build internationally competitive sectors with higher added value, these strengths remain underdeveloped.

The war has made matters worse. Since 2022, up to seven million people people—often young and highly qualified—have left Ukraine. The resulting labour shortage threatens post-war reconstruction before it has even begun. Meanwhile, the government runs an annual budget deficit exceeding 20 per cent of GDP, whilst public debt spirals upward. Olga Pindyuk, a Ukraine expert at wiiw, emphasises the urgency: “The Ukrainian government should work closely with EU countries to do everything possible to encourage as many people as possible to return and to offer them prospects.”

The study’s most pointed recommendation concerns Ukraine’s post-war governance. After martial law is lifted, wiiw calls for restoration of civilian public procurement and irreversible judicial reforms—measures explicitly designed to prevent “any resurgence of the oligarchs and the hijacking of the state by special interests”. It is a reminder that Ukraine’s EU ambitions rest not merely on beating Russia militarily, but on defeating its own kleptocratic traditions.

Serbia’s Vučić problem

Serbia presents a different puzzle. Its macroeconomic fundamentals look decent: public debt and budget deficits are stable, the trade deficit manageable, and exports now account for roughly 55 per cent of GDP. Growth has averaged a respectable three-four per cent annually. The country has successfully attracted foreign investment and integrated into European supply chains.

However, Serbia’s accession prospects are undermined by one man: President Aleksandar Vučić. “The biggest problem for Serbia on its path to EU membership is undoubtedly the low motivation on the part of its authoritarian president to implement the reforms required for accession,” says Branimir Jovanović, a Serbia expert at wiiw. Under Vučić’s rule, Serbia has declined across World Bank rankings for rule of law, governance and anti-corruption measures. Ongoing protests against corruption and nepotism suggest the population is ahead of its leadership on reform.

There is also the China question. Beijing has become Serbia’s largest foreign investor, accounting for roughly a third of all foreign direct investment—equivalent to all EU countries combined. As Brussels increasingly views China as a geostrategic rival, Serbia’s cosy relationship with Beijing could prove awkward. Chinese-backed infrastructure projects that looked pragmatic a decade ago now resemble potential liabilities.

Serbia also faces a looming demographic crisis. Between 2009 and 2023, the population shrank from 7.3 million to 6.6 million—a loss of 700,000 people to migration and low birth rates. Labour shortages loom. Innovation remains weak despite rising research spending, and roughly 20 per cent of the population lives in poverty.

Montenegro’s tourism trap

Montenegro, the smallest candidate at just 620,000 inhabitants, has paradoxically advanced furthest towards membership. It could realistically join within five years.

Again, however, there are problems, with the tiny Adriatic republic facing outsized challenges. Its economy depends heavily on tourism—a fragile foundation that the Covid-19 pandemic exposed brutally. Public debt stands at 124 per cent of GDP, the highest in the region. The country narrowly avoided default during the pandemic.

Shortcomings in rule of law, corruption, governance and administration remain significant. Montenegro’s progress has been impressive, but the final stretch requires reforms that may prove politically difficult. Tourism-dependent economies rarely reform themselves voluntarily.

Optimism misplaced

The wiiw study reveals an uncomfortable truth: the EU wants to expand quickly for geopolitical reasons, but the candidates are institutionally unprepared. Previous enlargements suggest that admitting countries before they have irreversibly embedded reforms leads to long-term problems. Delaying risks losing Ukraine to Russian influence and allowing the Western Balkans to drift further into China’s orbit.

Brussels has set itself an two-year timeline that assumes political will can overcome institutional deficits. The evidence suggests it is wildly optimistic. Ukraine must simultaneously rebuild from war, restructure its economy, eliminate corruption, reform its judiciary and convince millions of émigrés to return. Serbia must persuade an authoritarian president to relinquish power and pivot away from China. Montenegro must diversify its economy whilst managing crushing debt.

These are not challenges that dissolve on convenient timelines. The EU may discover that geopolitical urgency and institutional readiness operate on different clocks. Fast-tracking accession might stabilise the neighbourhood. Or it might import instability into the union itself. Previous experience with Romania and Bulgaria suggests the latter risk is not theoretical.

The Commission’s optimism is understandable. But as the wiiw analysis makes clear, wanting something urgently does not make it achievable quickly.

Photo: Dreamstime.

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.

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