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Warsaw’s swagger

Poland joins the trillion-dollar club and has its eyes on the G20

September 4, 2025

6 min read

September 4, 2025

6 min read

Photo: Dreamstime.

There are few things more satisfying than watching the underdog win. On an unusually warm September morning, Donald Tusk, Poland’s prime minister, this week announced that his country’s GDP had crossed the one trillion US dollars threshold, joining an exclusive club of just 20 economies worldwide.

This represents what Tusk called an “absolutely historic” milestone. And, one might add, absolutely overdue.

The real triumph isn’t the round number—which means more to economists and politicians than anybody else—but the speed of Poland’s ascent. While Brussels frets about European competitiveness and Berlin grapples with industrial decline, Poland’s economy expanded by 3.4 per cent in the second quarter of this year. Growth in Germany, that supposed European economic juggernaut, chugs along at a barely noticeable 0.2 per cent.

From queues to conquests

Poland’s transformation reads like economic fan fiction: a country emerges from the wreckage of central planning to become Europe’s growth champion. The plot twists have been numerous. Unlike its neighbours, Poland dodged the 2008 financial crisis with not a little agility (and, it should be said, not a little luck). Notably, its banks—boring by international standards—avoided the exotic instruments that nearly toppled Western finance.

EU membership in 2004 was the real catalyst, flooding the country with structural funds while opening markets for Polish exports. The large domestic market—nearly 38 million people with increasingly deep pockets—provided cushioning during global hiccoughs. Meanwhile, a well-educated workforce, the silver lining of communist investment in education, attracted foreign manufacturers fleeing China’s rising costs.

Recent geopolitical shifts have proved unexpectedly favourable. Companies seeking alternatives to Chinese supply chains have discovered Poland’s charms: EU membership, reasonable labour costs, and a government that doesn’t threaten to nationalise foreign assets on a whim. The war next door in Ukraine, tragic though it remains, has elevated Poland’s strategic importance. Defence contractors and nervous multinationals alike view Warsaw as a stable hub in an increasingly unstable world.

Tusk’s favourite statistic—real disposable income growth—deserves particular attention. Politicians often wave GDP figures like flags, but growth means little if ordinary citizens can’t afford the groceries. That Poles have more money “growing in their wallets,” as the prime minister puts it with characteristic directness, suggests this boom feels genuine rather than statistical.

The elephant not in the room

Success breeds swagger, and Poland’s leaders may increasingly wonder why their trillion-dollar economy remains excluded from arguably the world’s most exclusive economic club. The G20, conjured up in 1999 and elevated during the 2008 crisis, supposedly represents the globe’s most significant economies. Its membership, however, increasingly resembles a time capsule from the early 2000s rather than today’s economic reality. Much like professional US sports leagues, the G20 is a closed shop, with no performance-based criteria for relegation or promotion.

Argentina, for example, (GDP in 2024: 633.3 US dollars), sits at the G20 table whilst Poland does not. Much poorer South Africa (not even Africa’s largest economy) also enjoys questionable membership. The current lineup reflects historical opportunism and global box-ticking more than economic logic.

Furthermore, Poland’s case transcends simple GDP rankings. Central and Eastern Europe, home to nearly 200 million people and several of the world’s fastest-growing economies, lacks meaningful representation. Russia’s seat has become diplomatically toxic, whilst Turkey straddles continents awkwardly. Poland could speak for a region that has experienced one of history’s most remarkable economic transformations.

The Visegrád advantage

Polish G20 membership would benefit far more than national pride. The Visegrád Group—Poland, Czechia, Slovakia and Hungary—collectively commands an economy approaching two trillion US dollars. Throw in the Baltics, Romania, Bulgaria and other regional players, and Central and Eastern Europe becomes an economic bloc rivalling established G20 members.

These countries share a peculiar bond: post-communist hangovers, EU integration success stories, and the delicate art of managing great power rivalries between Washington, Berlin and Moscow. They also face remarkably similar challenges: demographic decline (young people tend to prefer Barcelona to Białystok), infrastructure gaps, and the eternal tension between national sovereignty and European integration.

Poland, blessed with the region’s largest economy and most assertive diplomacy, seems natural spokesperson material. Warsaw has already demonstrated leadership on Ukraine (sometimes painfully so for Western allies), energy security (goodbye, Russian gas), and defence cooperation (hello, American military bases). Economic diplomacy would be a logical next step.

Reality bites

Poland’s trillion-dollar moment comes with asterisks that would make a lawyer blush, however. The economy remains heavily dependent on EU structural funds—training wheels that must eventually come off as Polish incomes rise. Demographics tell a sobering tale: an ageing population and persistent emigration create labour shortages that can’t be solved with enthusiasm alone.

Rule-of-law spats with Brussels, currently dormant under Tusk’s more Brussels-friendly government, have demonstrated how quickly political tensions can threaten economic relationships. European money comes with European strings attached—a lesson Hungary’s Viktor Orbán continues learning the hard way.

G20 membership also requires more than economic heft. The club values political stability, global influence, and constructive engagement on international issues. Poland scores well on stability and increasingly on influence, but its approach to global governance remains rather parochial. Climate policy, trade rules and financial regulation require perspectives that extend beyond Central European concerns—and Poland’s ongoing addiction to coal.

Indeed, current G20 membership reflects geopolitical realities that pure economic logic cannot overcome. Italy’s presence owes much to European integration politics; South Korea’s reflects East Asian strategic importance. Poland would need to demonstrate diplomatic value beyond impressive growth statistics.

The waiting game

Nevertheless, Tusk’s assertion that the trillion-dollar milestone represents “certainly not our last word” hints at grander ambitions. Poland’s economic model—EU integration married to domestic dynamism—has proved remarkably robust. Its strategic location, educated workforce and democratic institutions provide advantages that autocratic competitors struggle to replicate.

Whether Poland ultimately crashes the G20 party may depend less on economic statistics than on geopolitical evolution. As Western institutions adapt to shifting power balances, excluding Europe’s most dynamic large economy becomes increasingly awkward. Poland has earned recognition through performance; the question is whether global governance can evolve beyond historical accident.

For now, Poland can enjoy watching the competition squirm whilst counting its one trillion US dollars. Tusk, never a leader to miss a photo opportunity, will doubtless remind European colleagues of Poland’s achievement at every Brussels summit.

For all that, the G20 will likely resist any Polish calls, at least for now, for another European seat at the table—particularly one that occasionally lectures the West about migration and sovereignty. But if membership were decided purely on economic merit rather than historical or geographical accident, Poland’s invitation would already be in the post.

Photo: Dreamstime.

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.