Poland missed a crucial moment in industry. "We lost our edge."

• "The digital transformation of Polish industry is characterized by a clear stratification. There are companies that have been focusing on digitization for years and are quickly responding to changes, but the dominant group is dominated by companies that struggle greatly with such change. I fear this stratification will deepen," predicts Paweł Biel.
• "At Amica, we're mature in digital implementations because we truly know what's worth investing in. We don't succumb to passing fads or trends that would encourage immediate purchases of promoted technologies," emphasizes Amica's vice president.
• Paweł Biel points to two main challenges in using artificial intelligence. "The first is the quality of generative AI data used to train models. The second is access to appropriately qualified specialists from the intersection of mathematics and computer science, who can both design implemented solutions and verify the reliability of the generated results," the manager summarizes.
• The conversation is part of a series of interviews that will serve as the basis for the report "From Tape to Algorithm: How Digitalization Is Shaping the Future of Industry," prepared by WNP Economic Trends in conjunction with the New Industry Forum (Katowice, October 14-15, 2025).

Amica is one of the most robotic manufacturing companies in Poland. Are digital implementations keeping pace with automation?

Yes. In recent years, we have invested heavily in the development of the factory, and currently we are focusing on projects to digitalize our operational and commercial activities. However, we began implementing these projects many years ago, in line with our developed and continually updated digitalization strategy.

What projects are you currently implementing?

Investments are focused on several key areas. The first is the development of systems that support supply chain management and planning, enabling rapid response to any disruptions.

The second area is the implementation of Customer Experience (CX) systems, encompassing the entire experience and feelings of customers after contact with our company or product brands. We collect a wide range of data – from information on the quality of our products to assessments of post-sales support and service. Analyzing this information plays a key role in shaping the image of our brands and is a key source of business success . This is also one of the most promising areas for the use of ML/AI (Machine Learning-Artificial Intelligence - ed.) tools.

The third area is the development of online collaboration with business partners and the continuous improvement of our product range using mobile applications. We also implement numerous projects related to the lifecycle and evolution of business applications.

What does this mean?

These are projects resulting from the natural life cycle of systems, especially as new versions are released. Currently, for example, we are replacing the ERP (Enterprise Resource Planning) system, which is used for comprehensive management of enterprise resources. We have been using the SAP system until now, but due to the expiration of support, we are transitioning to its successor: SAP S/4HANA.

This massive undertaking gives us the opportunity to critically analyze business processes and implement necessary changes. Another element of this project is the creation of an optimized production planning and execution process, including an MES (Manufacturing Execution System - ed.) component.

The different faces of enterprise digital maturity

So how do you assess Amica's digital maturity?

- I will answer indirectly: I believe that we are mature in terms of digital implementations because we really know what is worth investing in.

We don't succumb to passing fads or trends that would prompt us to immediately purchase promoted technologies. We can, either independently or in collaboration with system suppliers, assess whether implementing a given technology will be profitable and when the investment will pay off.

What's more, we regularly review even solutions that have already been implemented. We ask ourselves: what would happen if we abandoned them? Would we incur losses, have to hire more staff, would costs increase, or perhaps nothing would change? This approach is precisely what defines Amica's digital maturity.

You thus anticipated the question of what criteria you use when making decisions about digital investments.

I would add to my answer that the main criterion is a rigorous business case. The analysis must demonstrate that purchasing and investing in the technology is worthwhile.

The exception are projects forced, e.g. by changes in regulations or for cybersecurity reasons, where other factors naturally determine the outcome.

Do you collaborate with external companies on digital projects because it's cheaper and safer?

- We largely implement our implementations with the help of our internal digitalization team, which numbers several dozen people. They are largely self-sufficient, which gives us the comfort of relative independence.

At the same time, this team obviously does not have full knowledge of every technology and is not able to adopt all the latest developments as quickly as some external suppliers can...

And who is this?

- We try to talk to all large, commercial IT service providers, while also verifying offers from smaller, so-called boutique companies.

We also sometimes negotiate with sole proprietorships, as their owners are able to offer interesting, original solutions, often at a much more competitive price.

Is the data transmitted from sensors the most important?

What is the degree and effects of using the data collected from Amica's production?

- Suppliers of IT systems for Industry 4.0 often emphasize that the greatest benefit of digitization is data obtained from various types of sensors. Frankly, in the case of our factory, we have no confirmation that it has been possible to monetize this data.

We utilize a wide range of other data from various areas of the organization, including service requests, quality control, and customer feedback. We continuously process and visualize gigabytes of information to support decision-making processes, such as sales execution and forecasting and inventory management.

How do you assess the potential and risks associated with acquiring and exchanging data with B2B partners (suppliers, customers)? Some comments raise concerns that data could be disclosed via IT systems...

Using and exchanging external data is largely necessary, especially in relationships with logistics partners, but also—for example—in terms of sharing product information with customers. This allows some orders to be processed automatically.

If we remain within the sphere of reasonable data exchange, limited only to the information necessary to implement a common business process on both sides, and at the same time avoid the transfer of "excessive" data, then I believe that the risks to the company are negligible.

Who uses digital tools and why?

How are the digital transformation process and Industry 4.0 changes impacting Amica's organizational culture? We already know that management is making extensive use of digital systems. Do you have a small group of qualified employees, including digital transformation leaders, who use these digital tools, but the majority of your staff doesn't (because they simply don't need them in their work).

"It's not like board members—even though they themselves use modern tools and support changes in organizational culture—stand on the sidelines, delegating tasks to specialists. They are active ambassadors for the transformation, as are a large group of our employees at various levels of the organization. Therefore, we don't have a separate group of people solely responsible for changing the "digital culture."

Many employees, regardless of their level in the company, are expressing the need to utilize as many digital tools and automation solutions as possible. Numerous grassroots improvement initiatives are also emerging, including those utilizing artificial intelligence. Importantly, the management board is actively participating in the review of digital and AI tools, conducting discussions with companies across various industries, and defining several key business cases at the outset.

Is Poland's system for training personnel in specialties used in digitalization and Industry 4.0 effective? Does this ensure you acquire employees who are fully prepared for their duties, or do you have to further train them because the state isn't meeting this need?

- In terms of education, I can also refer to experiences from outside Amica... I act as a mentor for students of the Warsaw University of Technology and I am one of the ambassadors who support the university in defining what a higher education institution should be in today's reality and in what direction it should evolve.

And your conclusions?

"I see a certain conflict on this issue. I believe that universities should provide a solid foundation of knowledge in digital and IT-related competencies, as well as develop critical, analytical, and transformative thinking skills. Engineering precision in assessing facts and data is crucial, ensuring that graduates can accurately select and implement the best tools."

Detailed instruction in the use of specific tools or software shouldn't be the primary responsibility of universities. This is a matter of self-education and, to some extent, the employer's responsibility. At Amica, we provide employees with opportunities for such development.

Opinions on the digitalization of the public sector in Poland are polarized. On the one hand, we're lagging behind as a country, but on the other, we're also optimistic that things aren't bad, or even good. The truth lies somewhere in between?

This is indeed an example of an area where extreme opinions emerge... Much has been achieved in the digitization of the public sector in Poland – although the situation is not ideal, the state has significantly developed digital services. We have nothing to be ashamed of. However, real support for innovation in business, especially in industry, remains a problem .

German media are warning that their public sector is stuck in analog technology… And we?

Poland is also at the forefront of digital technology implementation in many other industries, such as banking. However, another question arises: can we leverage digitization to become innovative in the business sector? Unfortunately, the assessments here are less optimistic – and this is precisely what we lack most.

Polish industry was based on the advantage of cheap labor, which meant we missed the moment when we lost this competitive advantage, and at the same time it was not built on the basis of digitalization.

In some sectors, the situation is improving, but in others, it's already too late to catch up with the leaders, or it would require enormous investment. This can be considered the biggest challenge in the context of digitization and Industry 4.0.

The threat to IT systems is an abstract concept for many entrepreneurs.

Hybrid warfare has become a reality, and one of its forms is hacker attacks on state institutions and industrial plants. Is the level of awareness of protection against them within industry adequate to the threat, and is there real protection – from both the industry and the state?

"Responsibility for protecting against cyberattacks rests with both parties – and that's how it works in practice. On the one hand, we have institutions like NASK, as well as associations and working groups that share knowledge about current threats and support the implementation of preventative measures. On the other hand, each industrial company must have its own competencies in this regard."

I still consider the level of cybersecurity in Polish industry unsatisfactory. I still have the impression that many entrepreneurs treat threats to IT systems as something abstract.

At Amica, we take this issue very seriously, as evidenced by our regular investments in cybersecurity. We also remember an aspect that many companies overlook: alongside security systems, employee education is equally important. Our training system is designed so that everyone, including management board members, completes it.

Various studies show that Polish industry is implementing digitalization poorly, and we are in the EU rearguard in terms of, for example, using digital twins... What is the main reason for this state and assessment?

- I would point out the mentality issue first, and only then – financial factors (although the latter are currently gaining importance as business conditions have deteriorated).

The organizational aspect is also important – to effectively digitalize an enterprise, you need a specific group of people who want change, do not accept the status quo, and at the same time know how to implement it or whose services to use.

Who do you mean?

In many Polish companies, it's the main owner or a small group of management members who make decisions and impose their will. In such circumstances, other employees have no real influence – neither decision-making nor even advisory.

In such a model, it is difficult to implement more complex projects, such as comprehensive digitization.

The barrier to implementing AI in business is not low at all - not only financially

We discussed processing large data sets at Amica, including using artificial intelligence. Why, according to research, aren't simple algorithms fed to AI widely used in Polish companies?

Assessing the use of artificial intelligence requires an important caveat: there are many types of it. We're seeing growing interest in generative AI, tools that allow the creation of new content by processing massive data sets.

What's the problem?

"I see two main challenges in using AI. The first is the quality of the data used to train models. Generative AI isn't the first type of AI implemented in enterprises—machine learning-based solutions have been used for many years. Regardless of the technology, however, companies face the same challenge: the need for consistent and reliable data."

The second challenge remains access to suitably qualified specialists from the intersection of mathematics and computer science, who can both design implemented solutions and verify the reliability of the generated results. Anyone can ask a chatbot or other AI assistant a question, but not everyone will receive information that is more valuable than the cost of acquiring it. We don't want to pay for AI results that add no real value to the organization.

For the sake of simplicity, I am omitting important legal and ethical aspects here...

To sum up: the barrier to entry into AI is not low at all, and it is not primarily about financial issues.

We should not postpone the implementation of technology combining sustainable development with Industry 4.0 solutions.

Do European and national digitalization megaplans (e.g. AI Gigafactories, Poland's Digital Strategy 2035) raise hopes for real support and dissemination of digital tools in industry?

"I have limited hopes in this regard... I'm pleased that large AI factories can provide Polish entrepreneurs with easier access to high-performance computing power—and on "promotional terms," as one of the center's managers put it. However, I have legitimate doubts about the commercialization of this model by the entities building these factories."

They are usually located at national academic centers, which irresistibly brings to mind the slogan repeated for decades: "Polish science closer to Polish industry."

Perhaps I'm wrong and this time the implementation of the program will not only turn out to be a way to obtain grants and write doctoral theses, but will bring real benefits to business... However , I still do not know the clear answer to the question of what exactly Polish AI megafactories will produce and what the mechanism for their settlement will look like.

Following the market-driven need to adapt to the idea of Industry 4.0, the industry is expected to smoothly transition to implementing the concept of Industry 5.0. Since digitalization isn't doing so well—not just in Poland—is Industry 5.0 an inevitable path that can be quickly implemented?

We shouldn't postpone implementing technologies that combine sustainable development with Industry 4.0 solutions. On the contrary, it's worth asking whether we can afford not to implement Industry 5.0 as soon as possible. In my opinion, no!

In times of dynamic economic change, social disruption, crises, and geopolitical challenges, companies that lack resilience and the ability to respond quickly will simply not survive. This may even apply to entire industrial sectors.

To survive, one must operate in a model based on digitalization, while also believing that Industry 5.0 can become a source of competency advantage. However, this largely depends on how a given company and the entire industry adapt to the new conditions.

To what extent does the digitalization of the Polish state and production and management processes support the implementation of sustainable development goals (ESG) ?

There are many tools that allow for better planning of activities and thus reducing a company's carbon footprint. In this sense, digitalization and ESG complement each other.

In the current situation, the direction in which reporting and the very idea of ESG will evolve is debatable, but various types of digital solutions – optimizing energy consumption and reducing the carbon footprint as a side effect of operations – are useful and will certainly constitute an important "element of the future".

What's a concise assessment of the digital transformation of Polish industry? Do we have a group of leaders (like Amica, similar to those in the services sector, such as InPost and Allegro) and a dominant number of companies just trying to address this challenge?

"I think we're dealing with a clear divide. There are companies that have been focusing on digitalization for years and are responding quickly to changes, but the dominant companies are those that are struggling immensely with this transformation."

Forecasting: I fear this stratification will deepen. Those who have the resources and invest in transformation will be able to adapt to the changing conditions and requirements of Industry 5.0. And those who sleep through this time will be able to compete only on price...