Expert view: Rafał Korczyński

The growing shift towards building own entities in Poland reflects a broader change in how companies approach value creation and operational control. Organizations increasingly recognize that critical knowledge and capabilities should remain within the company rather than being distributed across multiple outsourcing partners. As a result, we observe a gradual reduction of outsourcing footprints, particularly in areas related to product development and strategic operations.

Establishing an own entity enables full ownership of expertise, stronger alignment with business goals, and long-term capability building. It also supports employee engagement—companies want teams to feel part of the organization, directly contributing to its success rather than operating as external providers.

There are also financial incentives supporting this model. Investment programs and tax-related benefits can make building internal structures more attractive, particularly at scale. These advantages become visible when organizations plan larger operations, typically exceeding several dozen roles.

At the same time, companies often underestimate the complexity of execution. The gaps are usually not in strategy, but in delivery. Recruitment costs, employer branding, HR capacity, and project coordination are frequently overlooked. Organizations assume they can manage internally, only to realize their structures are not designed for such initiatives.

In practice, the key risks concentrate around recruitment, change management, and partnership strategy. Lack of structured hiring slows growth, while weak governance impacts timelines and costs. Companies also underestimate the value of experienced partners, even though collaboration can significantly accelerate setup and reduce risk.

Ultimately, building an own entity must be anchored in a long-term strategy. It should clearly define the role of Poland in the organization and how it supports future growth. Equally important is exposure; bringing senior stakeholders on-site helps validate the decision. Once they see the ecosystem, talent, and existing operations, the business case becomes self-evident.