Emerging Europe’s tariff test
Defunding USAID is a terrible idea
parallax background

A new dawn for Kosovo?

Kosovars hope the formation of a new government will usher in change

February 6, 2025

8 min read

February 6, 2025

8 min read

Photo: Albin Kurti. © European Union.

In any fair and free national election in Kosovo, most electorates hope that a new chapter will dawn and bring a better prospect for growth, prosperity, and security.

Given the current political atmosphere in Kosovo, the public seems conflicted; a relative majority want to see Prime Minister Albin Kurti back at the helm, but they also want more concrete progress on an array of domestic issues and tangible headway in the Kosovo-Serbia dialogue.

How much of this will be realised will have to await the result of the elections, when the public will see which party will form a coalition government that will be responsive to the public’s needs and expectations.

The upcoming elections are expected to be highly competitive, reflecting the fragmented political environment in Kosovo. There are 28 different political entities, including 20 parties, 5 coalitions, 2 civil initiatives, and 1 independent candidate running in this election.

The main contenders are Kurti’s Vetëvendosje, the Democratic League of Kosovo (LDK) led by Lumir Abdixhiku, and the Democratic party of Kosovo (PDK) led by Memli Krasniqi, who is gaining more support in various municipalities than Kurti.

Since the election campaign started earlier than usual, it has been further aggravated by the tense atmosphere between Serbian and Albanian political parties. The outcome of the election will likely be shaped not only by the country’s domestic concerns but also by the relationship between these parties.

There are some concerns that Serbia might try to disrupt the electoral process, particularly in areas with a majority ethnic Serbian population. Belgrade could encourage voter boycotts and spread misinformation, but there is no hard evidence of Serbian interference. PM Kurti is favoured to win a plurality but not a majority and may need other parties’ support to form the next coalition government. However, the political landscape can shift, though it may not be enough to deny him a second term.

Success and failure

Domestically, during his tenure, Kurti made some inroads on several fronts. Kosovo experienced some economic growth, unemployment was reduced, and minimum wages were increased; fighting organised crime is still a work in progress.

In public administration, there is still an ongoing effort to reform civil services and streamline the salary systems. On defence, Kurti increased the budget for training and military equipment procurement.

However, there have been significant domestic failures as well.

On the economy, no foreign investors have come to Kosovo over the past four years, mainly due to Kurti’s repeated statements that Serbia intends to wage war on Kosovo, discouraging many investors. While imports have increased, exports have decreased, leading to a five billion euros trade deficit. Meanwhile, inflation has risen, and consumer goods have become too expensive for the poor to purchase.

On employment and emigration, according to statistical data, unemployment has averaged 10.7 per cent. Over the past four years, over 150,000 people have left Kosovo. Moreover, in just one year, around 100 doctors and nurses emigrated from Kosovo to EU countries, mainly to Germany, which has provided many employment opportunities for Kosovars.

The health system meanwhile remains ineffective, as many citizens still seek healthcare services in Serbia, North Macedonia, Turkey, and other EU countries. This has resulted in hundreds of millions of euros being spent in recent years on medical treatments abroad.

Leukemia treatments alone can cost around 200,000 euros per person. Moreover, delays in implementing a national strategy to fight corruption are troubling, and nepotism in the government remains unchecked.

There are environmental concerns too. UNICEF recently reported that Kosovo’s air quality contains 25 times the permissible limit of a dangerous pollutant for children, ranking among the worst in Europe.

Kurti’s record on foreign relations is mixed. Kurti has unduly focused on Serbia-Kosovo relations, and the EU-sponsored Ohrid Agreement remains unfulfilled. The tension between Kosovo and Serbia still runs high while Kosovo makes limited headway in relations with other European countries.

Of greater concern is the continuing rocky ties between Kosovo and the EU, which is sine qua non to Kosovo’s security and growth. Moreover, Kurti made little headway in widening ties with other European countries, central to consolidating Kosovo’s independence.

Serbia-Kosovo dialogue

Very little progress was made between Serbia and Kosovo over the past four years. Given the importance of the dialogue, the EU is expected to push for its continuation.

The EU will seek the implementation of the existing agreement, particularly the Ohrid Agreement, known as the Agreement on the Path to Normalisation between Kosovo and Serbia.

One of the most important provisions of the dialogue was implementing the Association of Serb Municipalities, which Kosovo refused to do. At the same time, Serbia’s President Aleksandar Vučić objected to any aspect of the agreement that implied recognition of Kosovo’s independence.

Due to the continuing tension between the two countries, a lack of trust and flexibility will continue to hinder any meaningful progress toward normalisation unless the dynamic of this conflicting issue is changed.

While both parties are facing increasing pressure from the EU and the US, whose involvement is essential to advance the Serbia-Kosovo dialogue, deep-seated historical grievances and conflicting political interests continue to obstruct progress.

Moreover, despite the indispensable role of the EU, its leverage over both countries is limited, especially because the EU cannot offer a clear path to membership.

Danish diplomat Peter Sorensen, who is set to become the special representative of the EU for the Serbia-Kosovo dialogue starting on February 25, is expected to come up with a new strategy seeking practical results rather than engaging in frivolous discussions.

Sorensen’s success will also depend on his ability to foster trust between the parties and encourage mutually beneficial compromises. He is well-positioned to mediate complex issues; however, regardless of what Sorensen proposes, Serbia and Kosovo must be willing to engage with each other constructively. The daunting question is, how can both sides agree on anything when the central issue remains mutual recognition, to which Serbia is adamantly opposed?

Other domestic and foreign challenges

There are several domestic and foreign challenges the new Kosovo government must focus on to meet the people’s expectations.

Although Kosovo’s ultimate goal is to achieve mutual recognition with Serbia, this goal remains elusive. It will not be achieved unless both sides agree on a process of reconciliation that involves concrete steps on the ground.

The following measures must be taken to make some inroads toward mutual recognition: First and foremost, the new government must improve its relations with the EU. Both sides must agree on every issue, especially regarding the Serbia-Kosovo dialogue and all security-related matters.

Second, the new government must honour the previous agreement and implement the Association of Serb Municipalities as long as it is consistent with Kosovo’s constitution. Nothing in the constitution prohibits autonomy for the Serbian-dominated north.

Third, ties between Serbia and Kosovo should be enhanced through trade, cultural exchanges, joint efforts to address environmental problems, water distribution, increased tourism, and many other people-to-people interactions.

Fourth, Kosovo must make every effort to earn recognition from the five EU members—Spain, Cyprus, Slovakia, Romania, and Greece—who have not recognised it, which is a prerequisite for eventual EU membership.

Fifth, Kosovo must earn the support of the Trump administration by demonstrating a willingness to cooperate, especially regarding security and reducing tension with the predominantly Serbian municipalities.

Domestically, the new government should not be fixated on Serbia but focus on several domestic fronts, including weeding out corruption, ending nepotism, making it attractive to foreign investors (which will help create tens of thousands of jobs with higher wages), dramatically improving the healthcare system, making it more attractive for doctors and nurses to stay in the country, addressing the dire need to reduce pollution, investing in schools and universities that focus on technology and computer engineering, and embarking on an aggressive fight against organised crime.

Indeed, all these programmes require significant funding, which can be generated from many sources, including: improving tax compliance, enhancing property tax, issuing bonds for infrastructure projects, receiving grants from the World Bank and additional loans and credit from the International Monetary Fund (IMF), focusing on green transition and private sector support, and developing sustainable development projects.

In addition, receiving EU grants for schools and teacher training, getting further economic aid from the US for building new hospitals and green infrastructure, energy storage, and electric grids, especially for renewable energy, remittances from Kosovars working abroad, and expanding partnerships with private individuals.

To be sure, the new government will have its work cut out for it. Nevertheless, making significant progress would take commitment and consistent effort on all fronts. If Kurti wins and forms the new government, he should learn from his four years of experience. The question is, will he rise to the challenge?

Photo: Albin Kurti. © European Union.

Alon Ben-Meir

Alon Ben-Meir

Dr Alon Ben-Meir is a retired professor of international relations at the Center for Global Affairs at NYU.

Share

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.