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Capital flight, eastern edition

What's behind the sharp decline in foreign direct investment in Eastern Europe?

December 17, 2024

6 min read

December 17, 2024

6 min read

International investors are increasingly turning their backs on Central, East and Southeast Europe. This is the conclusion of a new report by the Vienna Institute for International Economic Studies (wiiw) on foreign direct investment (FDI) made or pledged in the region.

In the first three quarters of this year, the number of greenfield investment projects announced plummeted by 44 per cent, compared to the same period last year.

Although the amount pledged for direct investment shrank less sharply, it still fell by a whopping 39 per cent. The number of investment projects announced in the EU member states of the region and the six Western Balkan states also fell by over 40 per cent, compared to the previous year.

“The crisis in German industry and geopolitical uncertainties are now making their full impact felt on the region,” explains Olga Pindyuk, economist at wiiw and author of the report.

In any case, the data show a significant slowdown in new foreign greenfield investment in most countries of the region: only Moldova registered an increase. Among the EU member states, Bulgaria, Poland and Estonia have seen the most swingeing cuts, with commitments halved.

In Albania, which is still experiencing a boom due to tourism, the number of greenfield investment projects has plummeted by as much as 88 per cent.

Nevertheless, eight countries recorded a higher inflow of foreign capital than last year. These are led by Estonia, Lithuania and Kosovo. That the investments pledged in Montenegro, Ukraine and Bosnia and Herzegovina shrank faster than the number of projects indicates that the structure of investment is changing in favour of less capital-intensive service projects.

Austrian investors cautious, German investors on the retreat

Investment commitments from Germany have slumped particularly sharply: they fell by around 44 per cent, from 171 to 96 projects announced, and by 67 per cent in terms of capital pledged, dropping from over nine billion euros in the first three quarters of 2023 to only around three billion euros in the same period this year.

Austrian companies, traditionally important investors and business partners in the region, have also significantly pruned back the number of projects announced in Eastern Europe (from 34 to 15, compared to the same period last year); but they have pledged to invest 20 per cent more money than last year (965 million euros, compared to 804 million euros in 2023). However, this is still around 80 per cent less than in 2022.

Romania, Hungary and Bulgaria are the countries set to benefit the most from Austrian investments. “While we are seeing German investors turning away from Eastern Europe and towards the US, Austria remains strongly committed to Eastern Europe and will probably continue to invest more there than in the US, despite the various economic problems,” believes Pindyuk.

China dominates new investment

Despite a decline, China remains the largest investor in newly pledged investments across Central, East, and Southeast Europe, ahead of Germany. While Germany’s investment, measured in terms of capital pledged, fell by 67 per cent, China’s declined by only 30 per cent.

However, the share of Chinese FDI stocks in total FDI stocks in the region is only around one per cent, while stocks from EU countries amount to around 70 per cent, according to the wiiw FDI database.

While Hungary in the EU and Serbia in the Western Balkans were until recently the largest recipients of Chinese direct investment, this year Romania holds the top spot in terms of the number of projects, while Slovakia is in line to receive the largest amount of Chinese capital pledged.

The state-owned Beijing car manufacturer SAIC wants to produce electric vehicles in Slovakia. What is striking is the high capital intensity of Chinese projects, which mainly stem from commitments to car and battery projects: their value exceeds that of German projects by a factor of eight.

The study suggests that the slump in Central, East and Southeast Europe could go much deeper over the course of the year. This is because the decline in investments announced was even more dramatic in the third quarter, when global uncertainty increased in the run-up to the US presidential elections. With a drop of 70 per cent from July to September, they reached their lowest level for four years.

“Apparently, investors seem to have had even less confidence in the third quarter of 2024 than at the height of the Covid-19 pandemic or after Russia’s large-scale invasion of Ukraine,” says Pindyuk.

Investors turning to the US

With the outgoing US government’s Inflation Reduction Act and the high energy prices in the EU, the countries of Eastern Europe appear to be facing fresh competition from America for foreign direct investment.

The number of Chinese greenfield projects in the US did fall from 47 to 41 in the period January-September 2024, compared to the previous year, while the number of German projects also fell – from 162 to 138. However, these figures significantly exceed the number of projects announced in Central, East and Southeast Europe, where only 28 projects from China and 96 from Germany were announced.

The reorientation of German investors towards the US becomes even clearer when one looks at the investments announced.

Whereas the capital pledged for greenfield projects in Central, East and Southeast Europe was 40 per cent higher than for projects in the US in the period January-September 2022, the amount committed to the US in the same period of 2024 was almost three times the amount pledged to Central, East and Southeast Europe.

Structural change away from the ‘extended workbench’ model

The long-term development of FDI in the region (2010-23) indicates a structural change in many countries, particularly in Central Europe. Slovakia, for example, which is dominated by the automotive industry, put in the region’s worst performance in terms of FDI inflows from 2020 to 2023 in relation to GDP: it was able to attract even less foreign investment than Russia, which is subject to far-reaching Western sanctions.

As Pindyuk comments, “This is a further indication that the growth model of Central Eastern Europe, which is based on attracting foreign direct investment, may have had its day.”

In several studies, wiiw has repeatedly pointed out that the concentration on production and manufacturing—i.e. the ‘extended workbench’ model for Western companies—will be inadequate to secure or increase prosperity in the long term.

It therefore advises the countries of the region to invest more in education, research and development, as well as to come up with a well thought-through, tailored industrial policy.

Reinvantage Insight

Reinvantage Insight

The byline Reinvantage Insight is used to denote articles to which several members of the Reinvantage insight and analysis team may have contributed.

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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.