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Hugin Consulting, Czerwonak (2026)

13/10/2026

Do you need a million-dollar budget to enter Poland? Do you need to be a huge corporation to be successful? It turns out that entering Poland as a small family-owned company doesn't require a huge investment. Surprisingly, nearly everyone can afford it. Watch the keynote by our CEO with real numbers updated for inflation: https://youtu.be/BMldd6bs9qE?si=sRI9ChBuIACQvLBc&t=1654

17/09/2026

🚨 33% of Polish workers are on the verge of burnout – staff turnover is twice as high, and productivity is falling by 30-40%. The Great Place to Work report shows that only 39% feel they receive mental health support (compared to the EU average of 53%). The foreman knows the workshop best. He sets the rota and decides on overtime. Without the right tools, this leads to burnout and losses. This can be changed.

4️⃣ tools for high productivity without burnout:
▪️Team-level overtime restrictions include not only the 150 hours annually outlined in the Labour Code but also particular guidelines, such as 8–10 hours per month per individual. Concentrates on the enhancement of lean processes.
▪️Identifying indicators of overload: A decrease in morale, a 5–10% increase in absenteeism.
▪️It's simpler to quickly detect this when the production flow (staff shortages, downtime). Increases OEE by 10–15%.
▪️OEE monitoring and risk assessment. Market leaders are encouraged to achieve an 80% target, which is bolstered by pulse surveys to facilitate early detection.

With the appropriate skills and mandate, leaders establish a consistent pace. They suggest improvements and enhance productivity. In Poland, lean management gives a competitive edge - globally, burnout affects 66%....

10/09/2026

Harald was enjoying his morning coffee when his business partner inquired, "Are you aware of the reason for IKEA's introduction to Poland?" ☕ Harald smiled and said, "Classic nearshoring story." He is proud of how well he knows Nordic business history.

1961 was a challenging year for Ingvar Kamprad. He set prices that were too high for Swedish furniture makers. They wouldn't work with him. Some people even planned a boycott. Thus, Kamprad set sail, as Vikings are known to do. Poland became the first country outside of Sweden in which IKEA established production. Not China. Not Germany. Poland. The first order is for wooden ÖGLA chairs, which are manufactured in a Radomsko factory.

It was a complete rethinking of the business model when IKEA shifted production from Sweden to Poland, resulting in a 50% reduction in costs. But the real progress was made when they started to change how things were done. Solid wood to engineered materials: - Particle board, not solid wood, is used to make half of IKEA's wooden furniture today, including PAX, MALM, BILLY, NORDLI, and METOD. - Particle board uses all production waste, including sawdust, to turn leftovers into raw material. - Currently, 30% of IKEA's particle boards contain recycled content. By 2030, the target is 80%.

Today IKEA didn't just outsource. They transferred technology, trained suppliers, and built long-term contracts that allowed Polish manufacturers to plan and scale. They invested in local capabilities, not just local costs. And the outcome? Poles became the second-largest production hub in the world for IKEA. By 2026, Poland accounts for 20% of IKEA's worldwide production, and the country produces roughly 50% of the company's wooden furniture.

Harald put down his coffee and leaned back. So it wasn't about finding cheaper labour. Redesigning the whole production model, including materials, processes, and partnerships, and making a long-term commitment were important. His work-partner nodded... Exactly. IKEA changed the way they build, and Poland helped them stay ahead of the competition. What IKEA understood in 1961 is still true in 2026, Poland isn't just a place to reduce costs.

You can change how you do business there if you're ready to plan for the long term, make investments in local partnerships, and change your methods to fit the ecosystem.

👉 The question isn't "Should we go to Poland?"
👉 The question is: "Are we ready to rethink how we build?"

If you've just asked yourself that question, we'd be happy to explore that with you. 🌊🚢

03/09/2026

Local leaders in Polish factories, such as shift managers and foremen, are the ones who are most familiar with the situation on the ground. They convert head office targets into work schedules, assign tasks, and make decisions about overtime. Their growth determines how well and efficiently the plant works. Support in specific areas of expertise is most effective.

They establish overtime limits at the team level, which are not limited to the 150 hours per year specified in the Labour Code. Instead, they have specific regulations, such as 8–10 hours per person per month. Now the focus is on making lean improvements instead of putting in more hours.

Signs of overload are identified by them, including a 5–10% increase in absenteeism, minor errors, and a decrease in morale. Making daily rounds of the factory floor helps Polish managers notice these kinds of changes right away. They analyse root causes. Instead of “more hours”, they ask “why?” - staff shortages, downtime, or bottlenecks. Autonomous leaders increase OEE by 10–15%. 📈

When local leaders are qualified and have the power to do so, the factory runs at a steady pace. They do not merely execute assignments; they also suggest modifications and enhance efficiency.

10/07/2026

In Poland, local executives serve as a liaison between the shop floor and corporate headquarters. They know what it's like to work there how orders change with the seasons, how teams work, and how people usually do things at work.

Studies indicate that compared to many managers in Europe, Polish managers are more adaptable (52%) and creative (50%). They are good at this, which lets them act quickly in a changing production environment. How do we raise the first generation of Polish leaders who can make proposals, make decisions, and carry them out?

👉 Step 1: Lean training + clear KPIs. Provide instruction in the fundamental lean tools (root cause analysis, 5S, and kaizen). Let people make small changes on their own, like improving shift rotations or cutting down on downtime. Observe particular metrics, including cycle time and first-pass yield.

👉 Step 2: Mandate for root cause analysis. Establish weekly process reviews and gemba walks. Local leaders locate bottlenecks, such as downtime and staff shortages. Increase the KPIs for employee turnover and absences; these are signs of being overworked. Polish managers are capable of effectively managing such assignments when they are provided with a well-defined framework.

👉 Step 3: Operational decisions. Give other people control over shift schedules, choosing subcontractors, and making small investments (up to PLN 50,000). Support: a model that combines the accuracy of Scandinavian methods with the adaptability of Polish ones. There is evidence that autonomous leaders raise OEE by 10 to 15%.

Polish managers take initiative to propose changes and produce outcomes, rather than merely following orders. It is crucial to gradually establish their trust and abilities.

02/07/2026

⚠️The biggest ESG risk in Poland? Not the lack of reporting, but the lack of real business impact.

More and more Scandinavian companies operating in Poland formally meet ESG requirements. The issue is that, often, these efforts remain disconnected from daily operations. Reports are produced, metrics are collected, but they don’t translate into business decisions or competitive advantage.

The differences between markets are clear. In Scandinavia, ESG is embedded in how companies are managed – from supply chains to employee relations and customer engagement. In Poland, many businesses are still building these capabilities. Suppliers are often not yet ready to meet detailed requirements around environmental data or social standards. This creates challenges, but also a tangible opportunity for companies willing to lead.

External pressure is increasing. The CSRD is expanding reporting obligations to a wider group of companies operating in Poland. Banks and financial institutions are increasingly linking financing conditions to the quality of ESG data. Large Western European clients expect transparency not only from direct partners, but across entire supply chains.

In practice, many companies make similar mistakes. They treat ESG as a box-ticking exercise or attempt to copy solutions from their Danish or Swedish headquarters without adapting them to local realities. The result is predictable: significant effort with limited business value.

A well-designed ESG approach in a Polish entity, however, can start delivering results quickly. A transparent and structured supply chain builds credibility with clients. Clear metrics and consistent reporting improve talks with banks and investors. A coherent ESG strategy also supports employer branding – increasingly important in Poland’s competitive labour market.

Importantly, this does not have to mean large investments. Often, the starting point is a solid review of existing processes, organising available data, and introducing a few simple, measurable KPIs. Equally critical is working with local suppliers – typically through collaboration and gradual improvement rather than imposing rigid requirements.

Market examples show that this approach works. One Scandinavian-owned manufacturing company in Poland began by organising its core ESG data and engaging suppliers. Within a relatively short time, it not only met reporting requirements, but also used its transparency as a commercial advantage, securing new contracts in Western Europe.

Poland remains a key destination for Scandinavian manufacturing companies, particularly those seeking a balance between cost efficiency and operational stability. ESG can play a more strategic role in this context than simply meeting formal requirements. For companies that approach it thoughtfully, it becomes a tool for building long-term competitive advantage.

The question is no longer “if”, but “how” to make ESG work in your Polish operations – before competitors do.

05/06/2026

Vikingen Harald tager jer med på en forretningsrejse til Polen.

Vores CEO har lagt dansk stemme til denne korte rundvisning, hvor Harald viser nogle af de vigtigste skridt på vejen mod etablering og vækst på det polske marked.

Se, om din virksomhed er klar til at tage næste skridt på ekspansionsrejsen til Polen.

14/05/2026

⚠️The biggest ESG risk in Poland?
Not the lack of reporting, but the lack of real business impact.

More and more Scandinavian companies operating in Poland formally meet ESG requirements. The issue is that, often, these efforts remain disconnected from day-to-day operations. Reports are produced, metrics are collected, but they don’t translate into business decisions or competitive advantage.

The differences between markets are clear. In Scandinavia, ESG is embedded in how companies are managed – from supply chains to employee relations and customer engagement. In Poland, many businesses are still building these capabilities. Suppliers are often not yet ready to meet detailed requirements around environmental data or social standards. This creates challenges, but also a tangible opportunity for companies willing to lead.

At the same time, external pressure is increasing. The CSRD is expanding reporting obligations to a wider group of companies operating in Poland. Banks and financial institutions are increasingly linking financing conditions to the quality of ESG data. Large Western European clients expect transparency not only from direct partners, but across entire supply chains.

In practice, many companies make similar mistakes. They treat ESG as a box-ticking exercise or attempt to copy solutions from their Danish or Swedish headquarters without adapting them to local realities. The result is predictable: significant effort with limited business value.

A well-designed ESG approach in a Polish entity, however, can quickly start delivering results. A transparent and structured supply chain builds credibility with clients. Clear metrics and consistent reporting improve conversations with banks and investors. A coherent ESG strategy also supports employer branding – increasingly important in Poland’s competitive labour market.

Importantly, this does not have to mean large investments. Often, the starting point is a solid review of existing processes, organising available data, and introducing a few simple, measurable KPIs. Equally critical is working with local suppliers – regularly through collaboration and gradual improvement rather than imposing rigid requirements.

Market examples show that this approach works. One Scandinavian-owned manufacturing company in Poland began by organising its core ESG data and engaging suppliers. Within a relatively short time, it not only met reporting requirements, but also used its transparency as a commercial advantage, securing new contracts in Western Europe.

Poland remains a key destination for Scandinavian manufacturing companies, particularly those seeking a balance between cost efficiency and operational stability. ESG can play a far more strategic role in this context than simply meeting formal requirements. For companies that approach it thoughtfully, it becomes a tool for building long-term competitive advantage.

The question is no longer “if”, but “how” to make ESG work in your Polish operations – before competitors do.

07/05/2026

🛶 The sea never forgave poor decisions.

Today, another lesson from Herald – a Viking who learns from his experiences. ⤵️

When we set sail across the Baltic, we did not chase distant lands or the cheapest spoils. We chose routes we understood, harbours we trusted, and people we could trade with time and again. The Baltic was our route of cooperation.

On the other shore, we found craftsmen who understood our work, ports where we could dock safely, and partners who did not disappear after a single exchange. It was never about one voyage. It was about building relationships.

Today, I hear you call it “friendshoring”.

To me, it is nothing new. It is exactly what we have always done. Choosing proximity over risk, trust over chance, and continuity over one-off gains. Because the best trade routes are not the ones that stretch the furthest.

🤝 They are the ones that lead to the right people.

It is this way of thinking that has brought me to the welcoming deck of a drakkar called Hugin Consulting. And now, we continue to build bridges across the Baltic, only now we use experience, networks, and real partnerships instead of sails.

And the sea? It is still watching. And it still rewards those who choose wisely.

30/04/2026

🤔 What do Danish finance managers dislike the most?

☝️Tax surprises from countries where they run production but are not present every day.

Imagine this scene: the head office in Copenhagen or Stockholm is closing the quarter, everything looks fine, and suddenly an email arrives from the Polish subsidiary

📧 “We have a problem with invoices in KSeF. The tax office sees something different than we do.” At that moment, it is no longer about technology, but about who really controls the picture of your Polish business: your group systems or the Polish National e‑Invoicing System (KSeF).

In Poland, KSeF has stopped being a future project and has become the everyday environment in which invoices live. Polish companies and branches of foreign groups now report sales and purchases in a way that, from a Scandinavian head office’s perspective, may look like a minor formatting change but in reality affects the entire chain – from purchase order and invoice issuance through to reconciling turnover with customers and the tax office. For groups from Denmark, Sweden or Norway, this means that the Polish part of the business already plays by new rules, even if accounting and controlling are still located in the Nordics.

The key question is simple: does your Polish entity really speak the same language as KSeF? The invoices you see in your ERP systems and group reports must match, in every detail, what the Polish tax authorities see because KSeF data directly affects cash flow, VAT compliance and the credibility of group reporting. A well‑designed process can finally stop Polish invoices from living their life outside the system. No more endless email attachments, multiple PDF versions and arguments about which invoice is the real one.

If your group has production or sales in Poland, the crucial issue today is “do we actually have it under control?”. This is where we help: we connect Polish requirements with Nordic management culture so that KSeF becomes part of a coherent financial picture of the whole group, not yet another local exception that ruins your peace of mind at month‑end closing.

Hugin Consulting

13/10/2026

17/09/2026

10/09/2026

03/09/2026

10/07/2026

02/07/2026

05/06/2026

14/05/2026

07/05/2026

30/04/2026

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