08Feb

Why I’m Glad We’re Not Poland’s Largest SAP Training Company

Why I'm Glad We're Not Poland's Largest SAP Training Company | Smart People Blog

Why I'm Glad We're Not Poland's Largest SAP Training Company

We could be three times bigger. We consciously choose not to be.

This isn't false modesty or an excuse. We have options. We could record courses once and sell them indefinitely. We could pack hundreds of people into webinars. We could sell platform access and wish people luck.

We don't do any of that.

And this decision – this deliberate "no" – is the smartest thing we've ever done.

Not All Growth Is Good Growth

The business world is obsessed with scale. Higher revenue. More clients. Faster expansion. It's the default success metric, the number that impresses on LinkedIn.

But here's what they won't tell you: scale and quality rarely go hand in hand.

When you're teaching SAP SuccessFactors, you're not selling widgets. You're not moving boxes. You're transferring complex knowledge that will determine whether someone can actually do their job when they return to the office on Monday.

That requires something scale can't provide: attention.

What "Boutique" Really Means

When people hear "boutique," they sometimes think "small" or "amateurish." That's not what I mean.

Boutique means control. It means we know every trainer personally. It means I know exactly what's happening in every course because I'm involved. It means when a participant emails with a question three months after certification, they don't hit a ticketing system – they get a real answer from someone who remembers them.

Boutique Means Relationships, Not Transactions

Our clients don't come to us once. They return. They send colleagues. They call when they're stuck on an implementation six months later. That doesn't work when you're optimizing for volume.

Boutique means a reputation you can stake your name on. When someone asks "Where should I do SAP training?" and your graduates say "Smart People – without hesitation," that's worth more than any advertising budget.

You can't buy that. You can only build it. Slowly. Carefully. With every single interaction.

The Pressure to Grow Kills What Makes You Valuable

I've watched it happen to others. A training company starts brilliantly – passionate trainers, engaged participants, real results. Then they get popular. Demand grows. The owners want to capitalize.

So they:

  • Hire less experienced trainers (cheaper, more available)
  • Increase class sizes (more revenue per session)
  • Standardize content (easier to deliver at scale)
  • Cut "non-essential" support (like post-course Q&A)

And suddenly, what made them great disappears. Participants notice. Reviews drop. Word of mouth shifts from "you have to go there" to "it's okay, I guess."

The business is bigger. But it's worse.

Growth Ate the Value Proposition

I've seen this movie. I'm not interested in the sequel.

"No" as Strategy

Here's what we say no to:

No to the "Buy Access and Good Luck" Model

There's a popular alternative: SAP Learning Hub. Self-study platform. You buy access, get e-books, PDFs, general simulations. And... the rest is up to you.

The Result?

40% of candidates fail the exam on their first attempt. They lose €500, time, and career momentum.

Why? Because reading an 800-page PDF about MDF (Metadata Framework) is like describing color to someone who's never seen it. Without practice, without the ability to ask questions, without someone showing you "aha, so THAT'S where you clicked and why the field isn't visible."

We run 25 live sessions with a 9x certified expert (Flávio Tavares). Monday, Wednesday, Friday, 7:00-9:00 PM CET. Participants can ask questions when stuck. They can watch the trainer configure the system live. They can make mistakes with us, not with a client who'll send a corrective invoice.

No to Lack of Practice

Theory without practice is like describing color to someone who's never seen it. Our participants practice on real SAP instances – the same ones our consultants use on actual client projects. You click, you break, you fix – until you understand. Not screenshots. A live system.

No to Leaving People Alone After the Course

Completing the course isn't the end – it's the beginning. That's why we offer:

  • Bonus webinar with career expert (Sławomir Janczewski, 28 years B2B experience): "How to build your market value and negotiate rates as an SF consultant"
  • Preparation for the official SAP certification exam – practice simulations and test-taking strategy
  • Consultant community support – networking, job search assistance
  • Lifetime access to recordings of all 25 sessions

Our Philosophy

We don't want you to be "just another graduate with a certificate." We want you to be a specialist who knows how to sell your skills and pass the SAP exam on the first try.

It's a choice: easy revenue or real results. We choose results. Every time.

Why This Matters to You

You might think: "Okay, Kasia, but I don't run a training company."

Fair enough. But ask yourself: Where in your business are you being pressured to scale at the expense of quality?

Maybe it's:

  • Taking on more clients than you can properly serve
  • Hiring faster than you can effectively onboard people
  • Expanding into new markets before mastering your core
  • Automating processes that actually need human touch
  • Saying yes to projects that don't fit your strengths

The "growth at all costs" narrative is everywhere. It's tempting. It looks like success.

But sometimes the most strategic move is staying focused. Protecting what makes you excellent. Building deep instead of wide.

Our Version of Success

We're not Poland's largest SAP training company. And we're okay with that.

We're the one people come back to. The one they recommend to colleagues. Where trainers actually want to teach because they have the conditions to do it well.

And that's enough for us.

So I'm Asking You

Where in your business have you chosen focus over scale?

I'd genuinely love to hear your story. Reply or leave a comment – let's talk about what happens when you choose quality over quantity.

Because I think more businesses need the courage to stay boutique.

Ready to Transform Your SAP SuccessFactors Career?

Join our next Employee Central course – 25 live sessions with 9x certified expert Flávio Tavares.

Practice on real SAP instances. Get career coaching. Pass your certification on the first try.

Learn More About Our Courses

Questions? Let's Talk

Kasia Kwiatkowska
CEO & Founder, Smart People Global Academy
Email: katarzyna.kwiatkowska@smartpeople.com.pl
LinkedIn: Connect on LinkedIn

02Feb

Why Companies Are Losing Senior Talent

Why Companies Are Losing Senior Talent (And How to Stop It Before It's Too Late) | Smart People Blog

Why Companies Are Losing Senior Talent (And How to Stop It Before It's Too Late)

Your best senior developer just got an offer from Berlin. 40% salary increase, full remote, equity package. You have two weeks to counter.

What do you do?

If your first instinct is "match the salary," you've already lost.

Because here's what most companies miss: senior talent doesn't leave for money. They leave because staying has become more painful than leaving.

Let me show you what's really happening—and what actually works to keep your best people.

The Real Reasons Senior Talent Walks Out

Multiple studies tracking why employees quit paint a consistent picture—and it's not what most executives assume.

The Top 5 Reasons Senior Talent Leaves (In Order)

  1. Toxic or negative work environment (32% cite this as the primary reason)
  2. Poor company leadership (30%)
  3. Dissatisfaction with direct manager (28%)
  4. Lack of career growth opportunities (19–26% depending on seniority)
  5. Poor work-life balance (21%)

Notice what's NOT in the top 5? Salary. It ranks sixth at around 20%.

For senior leaders specifically, research by Gartner found that 60% cite "lack of career growth and evolving roles" as their main reason for leaving—not compensation.

What This Means in Practice

When your senior architect says "I got a better offer," what they're really saying is:

  • "I'm tired of fighting with leadership on every decision"
  • "I've been in the same role for 3 years with no growth path"
  • "My manager doesn't understand what I do"
  • "I'm burning out and nobody notices"

The salary offer from Berlin isn't the reason they're leaving. It's the excuse that makes leaving easier to explain.

The Cost of Getting This Wrong

Replacing a senior employee costs 1.5–2× their annual salary when you factor in:

  • Recruitment fees (15–25% of salary)
  • Lost productivity during vacancy (3–6 months minimum)
  • Knowledge loss (irreplaceable institutional knowledge)
  • Team morale impact (when senior people leave, others start looking)
  • Client relationship disruption

For a €90,000 senior role, you're looking at €135,000–€180,000 in total replacement cost.

And that's assuming the replacement works out. If they don't, multiply by two.

Why "Just Pay Them More" Doesn't Work

Every HR leader has tried the retention bonus. Most regret it.

Here's why salary-based retention fails:

The Temporary Fix Trap

Research shows that 19.5% of employers gave pay raises specifically to prevent someone from leaving—and it didn't work. The employee left anyway, often within 6–12 months.

Why? Because money doesn't fix the underlying problem.

If someone is miserable, underchallenged, or burned out, a 20% raise just means they're well-paid and still miserable. They'll leave as soon as the next opportunity appears.

The Equity Problem

When you give one person a significant raise to keep them, everyone else finds out. Now you have two problems:

  • The person you gave the raise to feels they had to threaten to leave to get fair pay
  • Everyone else feels undervalued and starts updating their CVs

You've just created a culture of "threaten to leave to get paid."

The Market Reality

In today's distributed work environment, salary competition is global. Your Berlin competitor can always pay more. Your San Francisco competitor definitely can.

You cannot win a pure salary war against global markets. You'll go broke trying.

What Actually Works Instead

The companies with the best senior talent retention don't pay the most. They create environments where:

  • Senior people have real autonomy and impact
  • Growth happens through expanding scope, not just promotions
  • Leadership actually listens to technical expertise
  • Work-life boundaries are respected
  • Purpose and meaning are clear

This doesn't mean salary doesn't matter. It means salary is table stakes. Once you're paying market rate (not necessarily top-of-market), other factors determine whether people stay.

What Senior Talent Actually Wants (And How to Deliver It)

Senior professionals have different needs than junior employees. Here's what matters most—and how to deliver it without breaking the bank.

1. Autonomy and Trust

What they want: "Trust my professional judgment. Don't micromanage every decision when I'm the expert."

What kills retention:

  • Excessive approval layers for routine decisions within project scope
  • Having to escalate every client question before responding
  • Being treated like a junior despite years of experience
  • Process that prioritizes control over expertise

What works:

  • Authority to make client-facing decisions within agreed project parameters
  • Trust to configure and design solutions without pre-approval (with post-facto review)
  • Direct communication with clients without constant oversight
  • Removing bureaucratic obstacles that slow down delivery

Real Example

A consulting firm had 35% turnover among senior consultants. Exit interviews revealed: "Every small decision required 2-3 approval levels, even when we were the subject matter experts."

They restructured: Senior consultants could make configuration decisions and respond to client requests within project scope—with weekly reviews instead of pre-approvals for every step.

Result: Consultants felt trusted, clients got faster responses, turnover dropped to 12% within a year.

Important: This isn't about letting people "use whatever tools they want" or bypassing security/governance. It's about trusting experts to do their job within established frameworks without unnecessary bureaucracy.

2. Growth Through Expanding Scope (Not Just Promotions)

What they want: "I want to keep learning and growing, but I don't necessarily want to manage people."

What kills retention:

  • The only growth path is "become a manager"
  • Staying in the same role for 3+ years with no evolution
  • No access to interesting problems or new technologies

What works:

  • Create IC (individual contributor) tracks that go as high as management tracks
  • Rotate senior people through different projects/domains
  • Give them ownership of strategic initiatives
  • Budget for conferences, training, certifications

The principle: Senior people don't outgrow roles—roles outgrow them. Keep the role evolving.

3. Leadership That Listens

What they want: "When I raise concerns or suggest solutions, I want to be heard—not dismissed."

What kills retention:

  • "That's not how we do things here"
  • Senior technical advice ignored by business leadership
  • Decisions made without consulting the people who'll implement them

What works:

  • Include senior ICs in strategy discussions (not just execution)
  • Create feedback loops where technical concerns influence business decisions
  • Publicly acknowledge when you change course based on their input

This is about respect. Senior people will tolerate a lot—except being treated like replaceable cogs.

4. Work-Life Boundaries That Are Actually Respected

What they want: "I'll work hard during work hours. Don't expect me to be on Slack at 11 PM."

What kills retention:

  • "Always-on" culture
  • Guilt for taking vacation
  • Weekend deployments becoming the norm

What works:

  • Set clear core hours (e.g., 10 AM–4 PM overlaps required, rest is flexible)
  • No-meeting days (e.g., Wednesdays are focus time)
  • Enforce vacation (some companies mandate minimum 2-week breaks)
  • Model healthy boundaries from leadership

Multiple studies show that 85% of Gen Z and millennials—and 76% of older workers—would consider leaving a company that doesn't prioritize wellbeing. For senior talent with options, this is non-negotiable.

Retention as a System, Not a Reaction

The best retention strategies are proactive, not reactive.

Don't Wait for the Resignation Letter

By the time someone gives notice, they're already mentally gone. Research shows employees typically decide to leave 6–12 months before they actually do.

Build early warning systems:

  • Quarterly "stay interviews" (not exit interviews)
  • Track engagement signals (meeting participation, code commits, collaboration patterns)
  • Regular 1-on-1s that ask "what would make you more excited to be here?"

The goal: identify disengagement before it becomes a resignation.

Retention Starts at Hiring

Hire for values fit, not just skills. Senior people who align with your mission and culture are significantly less likely to leave when competitors offer more money.

Ask during interviews:

  • "What made you leave your last company?"
  • "What would make you stay somewhere for 5+ years?"
  • "What's non-negotiable for you in a work environment?"

If their answers don't match what you can deliver, don't hire them—no matter how talented they are. Misalignment always leads to attrition.

Build a Culture Where People Refer Friends

The best retention metric? Referrals from existing senior employees.

If your senior people are referring their talented friends, it means:

  • They believe this is a good place to work
  • They're proud of what the company does
  • They plan to stay long enough to work with those referrals

If referrals dry up—especially from senior people—that's a red flag.

Retention Is a Competitive Advantage

In 2026, senior talent has options. Distributed work, global job markets, and skills shortages mean your best people can work anywhere.

The companies that keep them won't be the ones that pay the most.

They'll be the ones that:

  • Create environments of trust and autonomy
  • Provide growth through expanding scope and impact
  • Have leadership that actually listens to expertise
  • Respect work-life boundaries in practice, not just policy
  • Build cultures worth staying for

Your senior developer got that offer from Berlin.

The question isn't "can we match the salary?"

The question is "have we built an environment where they want to stay regardless?"

If the answer is no—start fixing that now, before the next resignation lands on your desk.

Need Help Building High-Performing, Stable Teams?

At Smart People, we help companies build distributed teams that combine senior talent with sustainable retention strategies.

Whether you need embedded teams, senior consultants, or strategic talent advisory—we've got you covered.

Let's Talk About Your Retention Challenges

Questions? Contact:

Katarzyna Kwiatkowska
Email: katarzyna.kwiatkowska@smartpeople.com.pl
LinkedIn: Connect on LinkedIn

20Jan

SuccessFactors in 2026: Why AI Won’t Replace a Team That Understands Migrations (and What You Need to Check Before It’s Too Late)

SuccessFactors in 2026: Why AI Won't Replace a Team That Understands Migrations

SuccessFactors in 2026: Why AI Won't Replace a Team That Understands Migrations (and What You Need to Check Before It's Too Late)

In 2026, hundreds of companies will wake up to a message: "Your integrations have stopped working. System unresponsive."

This won't be a cyberattack. It will be the result of deprecations – the phasing out of older features and protocols – that SAP has been announcing in release notes for many months now.

The problem? Most HR and IT teams are postponing action. Why? Because they've been promised:
  • "AI will do it for you."
  • "It'll be easier."
  • "Just click."

And yes – SAP SuccessFactors is evolving rapidly. Recent releases brought hundreds of new features, including powerful AI-powered capabilities: Performance & Goals Agent, Career Development Agent, People Intelligence Agent, HR Service Agent.

Sounds impressive. But there's a catch.

Alongside introducing new capabilities, SAP is systematically deprecating legacy infrastructure. Onboarding 1.0 is in final deprecation stages. Basic Authentication is on a clear path to end-of-support. SFAPI and older integration patterns are being phased out in favor of newer OData-based standards.

What does this mean in practice?

Companies must simultaneously:

  • Migrate away from legacy solutions (requiring deep SuccessFactors knowledge)
  • Configure new AI capabilities (requiring cross-platform expertise: SF + BTP + Cloud Identity Services)
  • Prepare job architecture and skills governance before enabling Talent Intelligence Hub

And they must do this while – as industry research shows – a majority of organizations admit their current skill tracking can't keep up with how fast work is changing.

In other words: most companies lack both the people and the processes to handle this.

And time is running out.


Technical Depth: What Exactly Must You Change Before the End of 2026?

For SuccessFactors to stay stable and ready for new AI features, technical teams must focus on four critical areas. Ignore them, and upcoming SAP releases will feel like problems, not progress.

1. API Migration: From SFAPI to Modern OData Standards

This is the silent killer of many integrations.

SAP is retiring older communication methods, meaning some "bridges" connecting SuccessFactors with other systems (payroll, ERP, analytics) will become unsupported.

What's happening:

  • SFAPI (SuccessFactors API): Is in deprecation. Integrations built on SFAPI, often used in older payroll or reporting connections, need to be redesigned to supported APIs.
  • OData v2 → newer standards: OData v2 still works today, but SAP is steering customers toward newer, more efficient patterns (including OData v4) for large-scale data operations.

Why this matters:

Once SAP ends support for these legacy interfaces, there's no guarantee your integrations will survive the next upgrade. From a business perspective: data stops synchronizing when you least expect it.

What you need to check:
  • Which integrations still rely on SFAPI or old OData patterns?
  • Are external systems (payroll, ERP, middleware) ready to consume newer APIs?
  • Who on your team can actually redesign and test those integrations?

If the answer to the last question is "no one" – you have a problem.

2. Security: Moving to OAuth 2.0 and Certificate-Based Authentication

For years, many companies used technical users and simple login/password authentication in integrations. Convenient – but risky.

SAP has been warning: Basic Authentication is being retired and will reach end-of-support in the coming years, with timelines depending on scenario and tenant type.

What this means:

Every external application connecting to SuccessFactors will need to use modern mechanisms:

  • X.509 certificate-based authentication
  • OAuth 2.0 clients registered via SAP Cloud Identity Services
Risk: When SAP stops supporting Basic Auth, integrations that depend on it will simply stop working after a security update. And support will tell you to migrate – not roll back.
What you need to check:
  • Which integrations still use Basic Auth?
  • Does your IT team know how to configure OAuth 2.0 for SuccessFactors?
  • Do you have processes for managing and rotating X.509 certificates?

If not – this isn't a "nice to have" project. It's basic hygiene.

3. Identity: SAP Cloud Identity Services (IAS/IPS) as the New Backbone

IAS (Identity Authentication Service) and IPS (Identity Provisioning Service) are becoming the central access point for identity and access in SAP's cloud ecosystem – including SuccessFactors.

What's changing:

SAP is moving away from the model where SuccessFactors handled identity in isolation. The target architecture assumes identity is centralized in the cloud via SAP Cloud Identity Services.

Why this matters:

  • Joule and AI capabilities rely on correctly resolved user identity and permissions, which IAS provides
  • New SF features are designed with IAS/IPS as the default identity layer
  • Integrations with Microsoft 365, Teams and other tools are simpler and safer with a consistent identity model
  • Old, flat integrations directly to on-premises Active Directory are increasingly a limitation
What you need to check:
  • Do you have IAS/IPS in your SF landscape – and is it actually being used?
  • Are onboarding/offboarding processes synchronized with identity provisioning?
  • Who owns cloud identity strategy in your organization?

If IAS/IPS is still "on the roadmap," it should move high on your priority list – before enabling new AI features.

4. Talent Intelligence Hub: The AI Foundation Most Companies Lack

This is the biggest data model shift in years. Without it, most promises of "AI in HR" remain marketing slides.

Talent Intelligence Hub is a unified capability and skills layer connecting:

  • Job profiles
  • Skill libraries
  • Career paths
  • Performance and goals
  • Recruiting and internal mobility

The problem:

In many organizations, Employee Central data is messy. Job Profile Builder (JPB) has never been consistently used or mapped to a clean skills model. Skill libraries are full of duplicates ("Java Developer" vs "Java Engineer"), vague descriptions, missing proficiency levels.

AI can't work miracles on this.

Joule, Performance Agent, Career Development Agent – all need clean, consistent data to generate meaningful recommendations. If your skills data is chaotic, AI will simply scale that chaos.

What you need to check:
  • Has your existing JPB content been analyzed and aligned with a TIH-style model?
  • How many duplicates and inconsistencies exist in skill libraries?
  • Do you have clear governance: who approves new skills, naming, levels?

If the answer is "we don't really know" – start with a data audit, not with flipping the AI switch.


The Real Problem: AI Requires MORE Expertise, Not Less

For years, companies have heard:

  • "AI will do it for you."
  • "It'll be easier."
  • "Just click."

Reality looks different.

AI in SuccessFactors requires MORE technical and operational expertise than ever before.

Joule won't fix:

  • ❌ Misconfigured RBP (Role-Based Permissions)
  • ❌ Poorly designed job profiles
  • ❌ Duplicates in skill libraries
  • ❌ Integrations built on Basic Auth and SFAPI
  • ❌ Missing IAS/IPS
  • ❌ Chaotic data architecture

What's more – modern SuccessFactors is no longer "just an HR system." It's an ecosystem demanding knowledge across:

  • SAP SuccessFactors (application and configuration)
  • SAP Business Technology Platform (BTP)
  • SAP Cloud Identity Services (IAS/IPS)
  • Integration Suite and modern APIs (OData, events)

If your team only knows how to "click through screens in SuccessFactors," they're not ready for 2026.


Summary: How to Start Preparing?

Preparing for upcoming changes isn't a "last-minute before deadline" project. It requires close collaboration between HR, IT and data architecture experts.

What we recommend at Smart People:
  1. Integration audit – identify where you still use Basic Auth, SFAPI and legacy patterns
  2. Data architecture review – clean up Employee Central and profiles with Talent Intelligence Hub in mind
  3. Team upskilling – ensure administrators understand OData, OAuth 2.0, IAS/IPS and new AI features
  4. Competency governance – define ownership for skills libraries and maintain a single, consistent model

Need support with the technical side? At Smart People, we work with certified SuccessFactors consultants who've guided companies through complex SF migrations and AI readiness assessments. If your internal team needs external expertise – we're here.


2026 is Not "Just Another Release"

It's a strategic moment where SAP's roadmap effectively divides companies into two groups:

  • Those who invested in teams that understand modern SF architecture and are ready for AI
  • Those who will pay premium rates next year for firefighting in production

Which group do you want to belong to?

Questions? Contact:
Katarzyna Kwiatkowska
katarzyna.kwiatkowska@smartpeople.com.pl
LinkedIn
13Jan

Job Hoppers

The Gen Z Loyalty Paradox: Why They Leave Fast and What Smart Companies Do About It

Your newest hire just submitted their two-week notice.

Sixteen months in. Third one this quarter.

Your HR director schedules a meeting about "the Gen Z problem." Your CEO forwards another article about entitled millennials—wait, Gen Z—who don't understand commitment. Someone suggests installing a beer fridge.

Meanwhile, Sarah from marketing is updating her LinkedIn. Again. She's good at her job. She'll probably be gone by March.

Everyone's asking the same question: How do we make them stay?

Nobody's asking: What if we're solving for the wrong thing?


The Numbers Don't Lie (But They're Often Misread)

Younger workers have always stayed in jobs for shorter periods than older workers. That's not new.

What is new is how quickly people interpret that pattern as a moral failing instead of a structural signal.

Across OECD countries and the U.S., early-career workers today typically stay in roles somewhere between 1.5 and 3 years, depending on industry, geography, and economic conditions. That's true for Gen Z now — and it was largely true for millennials at the same life stage a decade earlier.

Older generations stayed longer not because they were more loyal by nature, but because:

  • Internal career ladders were clearer
  • Job switching carried more stigma
  • Pensions and long-term benefits rewarded tenure
  • Layoffs were less normalized

When you compare generations at the same age, the differences narrow significantly.

Surveys from Deloitte, Pew Research, and other labor-market institutions consistently show that a large share of Gen Z workers expect to change employers within a few years — but so did millennials when they were entering the workforce.

What's changed isn't the desire for growth.
It's the economic logic surrounding it.


The Math Changed. So Did the Behavior.

Take two equally capable early-career employees.

Worker A stays at the same company for several years. Receives modest annual raises tied to performance reviews and budget cycles.

Worker B changes employers every couple of years. Negotiates compensation each time based on current market demand.

Multiple labor-market studies — including Pew Research analyses during and after the pandemic labor shift — show a consistent pattern:

Workers who switch jobs are more likely to see meaningful wage gains than those who stay put.

This isn't universal. It varies by timing and sector. But across knowledge-based roles, the direction is clear:
External mobility is more strongly rewarded than internal loyalty.

Gen Z didn't invent this system. They entered it.

They graduated into a labor market where:

  • Raises often lag inflation
  • Promotions are bottlenecked
  • Layoffs are common even in profitable firms
  • Recruiters actively encourage constant movement

They're not job-hopping because they're reckless.

They're job-hopping because the incentives point that way.


What Retention Programs Usually Miss

Most companies approach Gen Z retention like this:

  1. Ask young employees what they want
  2. Implement visible but low-risk changes
  3. Get confused when turnover doesn't improve

Flexible work becomes standing desks.
Learning opportunities become lunch-and-learns.
Career progression becomes a vague promise about "future leadership roles."

But when Gen Z workers say they want flexibility, learning, and growth, they usually mean something much more concrete.

Flexibility means real autonomy over time, location, and output — not symbolic perks.

Learning means working on projects that stretch their skills now, not observing senior people talk about the past.

Career clarity means understanding what they'll be better at in six months — and why that matters in the broader market.

Meaning means seeing how their work connects to outcomes, not just filling capacity.

When companies deliver the surface version instead of the substance, trust erodes quickly.


Why Portfolio Careers Make Sense

For decades, careers were built vertically: one company, one ladder, slow progression.

Today, careers are increasingly built horizontally.

Gen Z workers often think in terms of:

  • Skills acquired
  • Contexts experienced
  • Industries exposed to
  • Problems solved

Not tenure.

This is why models like project-based work, consulting, contracting, and team-subscription structures resonate — even when they weren't designed for Gen Z.

They align with how learning actually compounds.

A developer who spends a year on healthcare systems, then a year on fintech infrastructure, then six months helping a startup ship an MVP isn't unstable.

They're accumulating range.


What Long-Staying Gen Z Employees Have in Common

Some Gen Z workers do stay three years or longer.

Research and case analyses across consulting firms and HR studies show the same recurring factors:

Visible skill progression
They can clearly articulate what they've learned recently and why it increases their market value.

Real autonomy
Ownership over outcomes, not just tasks.

Economic transparency
Understanding how the business works and how their contribution fits into it.

Credible growth paths
Not promises — examples.

Notably absent from the list: perks, office aesthetics, or performative "culture."

The difference isn't emotional attachment.
It's perceived return on time invested.


The 18-Month Reframe

Instead of asking, "How do we keep them for five years?"

Some companies are asking:
"How do we make the next 12–18 months genuinely worth it?"

This reframing changes everything.

When expectations are explicit:

  • Learning accelerates
  • Feedback becomes sharper
  • Knowledge transfer is planned instead of reactive
  • Departures aren't treated as betrayal

People contribute differently when they know their time is finite.

And interestingly, when exits are normalized and respected, some people stay longer — not because they're trapped, but because the value remains high.


When Turnover Stops Being the Enemy

High turnover is expensive when it's chaotic and adversarial.

It's far less damaging — and sometimes beneficial — when it's intentional.

Planned mobility can:

  • Refresh skills faster than formal training
  • Maintain higher average energy levels
  • Expand a company's network through alumni who become partners, clients, or future collaborators

Organizations that track alumni relationships often find that former employees drive referrals, partnerships, and repeat engagements — especially when exits were handled with respect.


Language Shapes Strategy

When companies frame Gen Z mobility as a loyalty problem, they build defensive systems:

  • Retention bonuses
  • Guilt-based messaging
  • Restrictive contracts

When they frame it as a talent flow reality, they build different ones:

  • Strong documentation
  • Clear project cycles
  • Alumni networks
  • Flexible return paths

One approach treats leaving as failure.
The other treats it as transition.


The Uncomfortable Question

What if the problem isn't Gen Z?

What if it's that many companies are still optimized for a labor market that no longer exists?

Average tenure has been declining for decades — across generations — driven by:

  • Reduced job security
  • The decline of pensions
  • Frequent reorganizations and layoffs
  • The normalization of career mobility

Gen Z didn't break the system.

They're just navigating it with clearer eyes.


The Real Signal

High turnover isn't just a cost.

It's feedback.

When someone stays longer than expected in today's market, it's rarely because they lack options. It's because the value exchange still makes sense.

That's a stronger signal than passive loyalty ever was.

The companies that succeed with Gen Z aren't trying to slow them down.

They're trying to make the time count.


Ready to Build a Talent Strategy That Works With Gen Z Instead of Against Them?

The subscription economy has already transformed how companies buy software and services. The same transformation is coming for how companies access talent.

At SmartPeople, our Team-as-a-Service model is designed for exactly this reality. Flexible teams. Clear deliverables. No pressure to pretend this is permanent when it's not.

📧 katarzyna.kwiatkowska@smartpeople.com.pl
🔗 LinkedIn: Katarzyna Kwiatkowska

P.S. The best Gen Z talent doesn't want a job for life. They want a portfolio of experiences that compounds their value over time. The question is whether your company is positioned to be one of those valuable experiences—or just another place they stayed too long.
18Nov

Stop Giving Advice. Start Asking Better Questions.

 

 

Most business mentorship is just older people telling younger people what worked in a world that doesn’t exist anymore.

I’ve sat through enough mentorship sessions—both as the person asking and the person answering—to see the pattern. Someone comes in with a real problem. The mentor listens for about ninety seconds, nods knowingly, and launches into a story about what they did in a similar situation.

Except it’s never actually similar.

The market’s different. The tools are different. The expectations are different. The entire economic reality is different.

But the mentor feels useful, the mentee takes notes they’ll never use, and everyone pretends something valuable just happened.

It’s theater.

Here’s what actually happened in most of those conversations: someone with a 2025 problem got a 2010 solution delivered with 2025 confidence.


The Advice Reflex

We’re wired to give advice. It feels helpful. It positions us as competent. It’s faster than actually thinking through someone else’s specific situation.

Picture this scenario: A junior team member is trying to decide between two job offers. One’s at a stable company with predictable growth. The other’s at a startup with equity and chaos.

The advice reflex kicks in immediately:

  • “Take the stable job, build your foundation first.”
  • “Go for the startup while you’re young and can take risks.”
  • “Negotiate the salary at the corporate job.”
  • “Equity is a lottery ticket, take the cash.”

All of this might be reasonable. None of it might be right.

Because advice is general. Problems are specific.

The mentor giving that advice is projecting their own risk tolerance, their own career trajectory, their own definition of success onto someone else’s life.

What if the person asking doesn’t care about traditional success metrics? What if they’re trying to buy time to figure out what they actually want? What if the real question isn’t about the job at all, but about whether they’re even in the right field?

You can’t advice your way out of that. You have to question your way into it.


The Question Framework

Good questions do something advice can’t: they force clarity.

When someone comes to you with a problem, they’ve usually already thought through the surface layer. They know the obvious options. What they haven’t done is interrogate their own assumptions.

That’s where questions become useful.

Instead of “Here’s what I would do,” try:

  • “What would success look like in this scenario if everything went perfectly?”
  • “What’s the worst realistic outcome, and could you recover from it?”
  • “What are you optimizing for—money, learning, optionality, stability?”
  • “If you knew you’d be doing something completely different in three years, would this decision still matter?”

These aren’t rhetorical. They’re diagnostic.

The goal isn’t to lead someone to your answer. It’s to help them find their own answer using their own criteria.


Why This Matters More Now

The world changes faster than advice expires.

A career strategy that worked in 2018 might be irrelevant in 2025. The skills that made you valuable ten years ago might be commoditized or automated now. The industries that felt stable last year might be collapsing this year.

Gen Z hasn’t lived through a stable decade. They’ve seen:

  • The 2008 financial crisis (even if they were kids)
  • The gig economy replace entry-level jobs
  • A pandemic collapse the office-based work model
  • AI tools emerge that can do in seconds what used to take hours
  • Entire career paths appear and disappear within a few years

They’re not looking for a map. They’re looking for a compass.

Advice is a map. “Go here, do this, follow these steps.”

Questions are a compass. “What direction matters to you? What trade-offs can you live with? What does north even mean in your situation?”

Maps go out of date. A compass still works.


What Bad Mentorship Sounds Like

“When I was your age, I worked eighty-hour weeks to prove myself.”

Okay. And? That was when face time mattered and remote work wasn’t an option. It was when showing up early and leaving late signaled commitment. Now it might just signal poor time management.

“You need to stay at a company for at least three years or your resume looks flaky.”

Maybe in 2005. Now, staying too long at one place might signal lack of ambition or fear of change. The entire context has shifted.

“Don’t job-hop for money. Build relationships and loyalty.”

Great advice—if companies still rewarded loyalty with anything other than a pizza party and a 2% raise. But most people get their biggest salary increases by leaving, not by staying.

This isn’t to say experience is worthless. It’s to say that experience without context is just nostalgia.


What Good Mentorship Sounds Like

  • “What are you actually trying to solve for?”
  • “What assumptions are you making that might not be true?”
  • “What would you need to believe for option A to be the right choice?”
  • “Who’s already done something close to what you’re trying to do, and what can you learn from their path?”
  • “What’s the smallest version of this you could test before committing fully?”

Notice the difference: these questions don’t assume the mentor knows better. They assume the person asking has information the mentor doesn’t have—about their own priorities, their own constraints, their own vision of what matters.


The Socratic Shift

Socrates didn’t lecture. He questioned.

He’d take a confident statement and pull at its threads until the person realized they didn’t actually know what they were talking about. Not because Socrates wanted to humiliate them, but because clarity comes from interrogation, not assertion.

Modern mentorship needs more of that energy.

Not the arrogance—Socrates could be insufferable—but the method. The willingness to say “I don’t know your situation well enough to tell you what to do, but I can help you think through it.”

That’s harder. It takes more time. It requires you to actually listen instead of waiting for your turn to talk.

But it’s also the only kind of mentorship that scales across contexts. Because the questions work even when the answers change.


When Advice Actually Works

There are times when advice is useful:

  • Tactical execution: “Here’s how to structure a pitch deck.”
  • Procedural knowledge: “Here’s how equity vesting typically works.”
  • Pattern recognition: “I’ve seen this exact scenario three times, and here’s what usually breaks.”

These are transferable. They’re not context-dependent in the same way.

But even then, the best mentors frame it as information, not instruction.

“Here’s what I’ve seen work” is different from “Here’s what you should do.”

One leaves room for judgment. The other assumes your situation maps perfectly onto someone else’s experience.


The Uncomfortable Truth

Most people who offer mentorship are doing it to feel useful, not to be useful.

It’s ego disguised as generosity. “Let me tell you about my journey” is often just “Let me talk about myself while you take notes.”

Real mentorship is uncomfortable. It means admitting you don’t have all the answers. It means sitting with someone else’s uncertainty instead of rushing to resolve it. It means asking questions you don’t know the answer to and trusting that the other person can figure it out.

That’s not satisfying in the moment. You don’t walk away feeling like you dropped wisdom. You walk away feeling like you just had a good conversation.

But six months later, the person you talked to has made a decision that actually fits their life. They didn’t follow your advice—they followed their own logic, sharpened by your questions.

That’s what mentorship should feel like.


The Real Value of Experience

Experience isn’t worthless. But its value isn’t in the conclusions you reached. It’s in the process you used to get there.

The frameworks you built for evaluating trade-offs. The mistakes you made that taught you what to watch for. The moments when conventional wisdom turned out to be wrong and you had to adjust.

Those are transferable. The specific decisions you made are not.

So when someone asks for your advice, don’t tell them what you did. Tell them how you thought about it. Share the questions you asked yourself. Describe the variables you weighed.

Then let them run that same process on their own situation.


What This Looks Like in Practice

Someone asks: “Should I take this job?”

Bad response: “Yes, that company has great culture and the role will teach you a lot.”

Better response: “What would make this job a success for you personally? Not in general—what specifically are you hoping to get out of it?”

They might say: learning, money, network, resume credibility, work-life balance, creative freedom.

Then you ask: “Which of those is non-negotiable? Which could you get elsewhere? What’s the downside if this doesn’t deliver on the thing you care most about?”

Now they’re thinking in terms of their own priorities, not yours.

Someone asks: “How do I get promoted?”

Bad response: “Work hard, take initiative, make yourself indispensable.”

Better response: “What does your company actually promote people for? Is it tenure, results, visibility, relationships, or something else? And do you know anyone who got promoted recently—what did their path look like?”

Now they’re investigating the real system, not following generic advice.

Someone asks: “Should I start a business or stay in my job?”

Bad response: “Follow your passion” or “Stay safe and build security first.”

Better response: “What would starting a business give you that staying in your job doesn’t? And is there a way to test that hypothesis before you fully commit?”

Now they’re designing an experiment, not making an all-or-nothing bet based on someone else’s risk tolerance.


The Shift

Stop positioning yourself as the person with answers.

Start positioning yourself as the person who asks better questions than the other person has asked themselves.

That’s the mentorship that really matters.

Because in a world where everything changes every three years, the only sustainable skill is knowing how to think, not what to think.

And you can’t teach someone how to think by telling them what to do.

You teach them by making them defend their assumptions, clarify their goals, and confront the trade-offs they’ve been avoiding.

That’s uncomfortable. It’s slow. It doesn’t feel like you’re helping in the moment.

But it’s the only thing that actually works.


The Bottom Line

If you’re mentoring someone and you spend more time talking than they do, you’re doing it wrong.

If you’re mentoring someone and they leave with your answer instead of their own, you’re doing it wrong.

If you’re mentoring someone and you feel like you just gave a great performance, you’re doing it wrong.

Good mentorship is awkward, uncertain, and collaborative.

It doesn’t feel like wisdom being passed down.

It feels like two people trying to figure something out together, except one of them has seen more patterns and knows which questions usually lead somewhere useful.

That’s it. That’s the whole thing.

Stop giving advice.

Start asking better questions.

The people you’re trying to help will thank you for it… and ultimately, you will thank yourself.


Want to Learn How to Ask Better Questions?

Whether you’re leading a team, building a business, or navigating your own career—the right questions change everything.

📧 katarzyna.kwiatkowska@smartpeople.com.pl

PS: The best mentors I’ve met don’t have all the answers. They just know how to ask the questions that make you realize you already know what to do. That’s the skill worth developing.
04Nov

The New Era of B2B Subscription Services: From SaaS to Team-as-a-Service

The New Era of B2B Subscription Services: From SaaS to Team-as-a-Service
Just a decade ago, the subscription model was primarily associated with SaaS software. Today, this paradigm encompasses an increasingly broad range of business areas – from IT infrastructure to specialized project teams.
$293.4B → $1.8T

The global Business-as-a-Service (BaaS) market is currently valued at approximately $293.4 billion (2025) and is projected to reach over $1.8 trillion by 2035 (CAGR 20.3%)

This is a trend that is fundamentally transforming how enterprises plan competencies, investments, and operations.

From Software to Teams on Subscription

The SaaS 2.0 model is no longer just a cloud-based application, but a complete service environment – with automation, AI support, and advisory elements. Its natural extension has become Team-as-a-Service – a team of specialists delivered on subscription, often within a specific project or functional area (e.g., HR, IT, AI, marketing, cybersecurity).

Companies, especially those operating in international markets, are increasingly choosing TaaS to effectively scale operations without permanent hiring. A subscription-based team means minimal formalities, immediate access to competencies, and predictable costs – combined with flexibility in selecting skills and scope of services.

Clients can change team composition or the number of hours from month to month, without the risks associated with permanent employment.

Why B2B Companies Choose TaaS

Gartner research indicates that by 2025, 80% of legacy software vendors and all new software companies will offer products or services in a subscription model. One in four B2B enterprises worldwide has implemented this model as their primary source of service or digital support – and this share continues to grow year over year.

Most Common Motivations:

📈 Scalability

Ability to immediately expand the team or project scope

🛡️ HR Risk Reduction

No need for recruitment and permanent hiring

💰 Predictable Costs

Fixed subscription fee instead of unforeseen expenses

🎯 Access to Expertise

Specialists with project, technological, and industry experience

Increasingly, these teams work directly with clients' internal structures, sharing tools and dashboards while being compensated for results (KPIs, success fees, SLAs).

In this context, providers must operate as hybrid extensions of your internal team. We understand this. Our 'Embedded Team' methodology ensures full transparency and integration from Day 1, minimizing time spent on management and maximizing focus on results.

Challenges and Development Directions

With the growing popularity of subscription models, new expectations are emerging:

  • Transparency and Trust – Companies demand complete visibility into processes and work progress; online reports and client-shared dashboards are becoming standard
  • Fighting Vendor Lock-in – Growing expectations regarding monthly contracts or pause options
  • Results-Based Billing – The shift from "per hour" to "per result" models demands better metrics and performance measurement systems
  • Employment Flexibility for Gen Z – Young professionals often want to change jobs; working for a company offering TaaS models accommodates this variability
+435% in a Decade

The subscription economy has grown by over 435% (according to the Subscription Economy Index). The global Everything-as-a-Service (XaaS) market is currently valued at approximately $419.4 billion and is expected to exceed $670 billion by 2034 (CAGR 23.3%).

This is no longer a niche – it's the new standard in B2B service management.

27Aug

AI-First Work: How Teams Maximize Productivity While People Regain Time to Think Creatively

Schemat piramidy produktywności zespołów AI-First, z podziałem na automatyzację, współpracę człowieka z AI oraz wyłącznie ludzką innowacyjność

FREE YOUR TEAM'S POTENTIAL

Automate the routine, amplify the creative

Author: Katarzyna Kwiatkowska
While most teams still manually create reports, schedule meetings, and write follow-ups, AI-first teams automated these routine tasks months ago. This isn't about occasionally using ChatGPT for brainstorming — it's about building complete, integrated workflows that run on autopilot.

Picture this: Team A spends every Monday morning 3 hours manually creating weekly status reports. Team B has the same reports generated automatically within minutes using data from project management tools. While Company X manually tracks competitor pricing across 50 websites, Company Y has an AI system that automatically monitors these sites and sends alerts when prices change. This isn't science fiction — it's happening right now in the most advanced companies.

35-50%
Productivity gains from AI workflows
23%
Companies using systematic AI automation
28.5h
Potential weekly time savings

Manual Work vs. AI-First: The Difference in Approach

Many teams are stuck in what we call "AI tourism" — they use generative tools occasionally, but their core processes remain largely manual. AI-first teams have fundamentally redesigned how work gets done, prioritizing automation from the start.

Typical Day Comparison

Traditional Team: 3+ hours on manual email sorting, meeting agendas, status updates, and proposal writing

AI-First Team: AI handles routine tasks automatically, team focuses on strategic work from 9:30 AM

The True Cost of Staying Manual

Time savings from AI isn't just the sum of saved minutes. The real cost is opportunity cost. While manual teams drown in administrative work, AI-first teams can dedicate time to building new products, acquiring customers, and solving complex challenges.

Task Manual Approach AI-First Approach Weekly Savings
Email management 5 hours sorting/responding 30 minutes reviewing AI summaries 4.5 hours
Meeting notes & follow-ups 4 hours writing summaries AI transcribes and creates action items 3.5 hours
Report creation 6 hours gathering data/formatting AI pulls data and formats automatically 5.5 hours
Content creation 8 hours writing/editing 2 hours reviewing AI drafts 6 hours
Data analysis 10 hours manual spreadsheet work AI analyzes and visualizes data 9 hours

Note: The above data is estimated and shows maximum potential achievable with full automation of routine tasks. Actual savings may vary.

How AI-First Teams Actually Work: Concrete Examples

Automated Project Progress Summaries

Manual approach: Weekly status meetings, manual progress tracking, constant Slack check-ins.

AI-first approach: Tools like Notion AI, ClickUp AI, or Asana AI automatically generate team progress summaries based on actual task changes.

Fast Proposal Preparation with AI Support

Manual approach: Creating each proposal from scratch, manual template customization, hours of formatting.

AI-first approach: AI generates initial versions based on key parameters from the sales team. Employees personalize content and approve sending.

Market Research Automation

Manual approach: Days spent manually gathering data, analyzing competition, creating reports.

AI-first approach: Using Perplexity for quick public data gathering, GPT for generating syntheses, and Claude for analyzing larger datasets.

Data and Research: What the Numbers Say

McKinsey's "The State of AI in 2024" report clearly indicates that companies implementing AI at the daily workflow level gain productivity advantages. However, only 23% of companies globally use AI in their most strategic processes. Gartner predicts that by 2026, 80% of organizations will use tools automating typical office activities.

In Poland, while comprehensive public research from 2024 is limited, observed market trends indicate the most common AI use cases are:

  • Automated reporting
  • Email follow-up
  • Document processing
  • Online customer support

Small Company vs. Large Organization: Who Benefits More?

Small Company/Startup

Advantages: Fast implementation, immediate impact, easier adaptation

Challenges: Limited budget, lack of dedicated IT team

Large Company/Corporation

Advantages: Larger budget, custom development possibilities

Challenges: Legacy system integration, resistance to change

Implementation: From Pilot to Production

1

Week 1-2: Diagnosis and Foundation

Process audit, identifying most time-consuming tasks, implementing basic AI tools (e.g., ChatGPT Plus, Notion AI).

2

Week 3-4: Quick Wins

Automating email summaries, meeting notes, simple reports and content.

3

Week 5-8: Advanced Automation

Integrations using tools like Zapier, AI-supported data analysis, customer research automation.

4

Week 9-12: Full Integration

Implementing more complex, multi-stage workflows requiring less supervision.

Frequently Asked Questions (FAQ)

Does AI-first work in small companies?

Yes. Often the effects are faster because decisions are made more efficiently, and every saved hour has greater significance in a small team.

What about jobs?

In practice, AI frees up team time for more creative tasks and developing new services, and doesn't necessarily lead to job reductions, especially in dynamic companies.

What if we don't have an IT team?

Most modern tools (like Notion AI, ClickUp, Jasper, Perplexity, Gemini, Claude, GPT) are designed to be implemented without specialized technical knowledge.

Which processes should be automated first?

Repetitive, routine activities: reports, status updates, initial summaries, follow-ups, competitor research.

What are the main implementation mistakes?

Limiting to "AI tourism" instead of building systematic workflows, trying to automate everything at once, lack of proper team training, ignoring input data quality.

The Future is AI-First, Not AI-Optional

Companies that treat AI as an optional add-on risk being left behind. The gap between manual and AI-first teams is growing, and their productivity may differ significantly.

Automation Boundaries and Human Role

AI makes our lives easier, but we still need human reflection, empathy, courage, and situational judgment. The best teams don't give AI full decision-making power — they set clear boundaries: what we leave to humans and what AI can handle.

The New Role of Leadership

The new role of leadership involves mentoring, team development, and creating a culture of trust and continuous learning. Leaders in the AI era no longer manage "task lists" — their main goal is maximizing human potential that is unleashed through automation.

Ready for Transformation?

AI-first transformation isn't just about tools — it's a mindset change. The question is: will your team lead this change or fall behind?

"What one thing, if I automate it, will give me more time today to think creatively?"

Contact Katarzyna Kwiatkowska on LinkedIn

    GDPR Consent

    By submitting this contact form, I consent to the processing of my personal data by Smart People for the purpose of responding to my inquiry, in accordance with the principles set out in the Privacy Policy and pursuant to Regulation (EU) 2016/679 (GDPR). Providing my data is voluntary, but necessary for this purpose. I have been informed of my rights to access, rectify, and request the cessation of processing of my data.

    07Aug

    Meeting-free Zone: How the Best Startups Accomplish in a Week What Corporations Take a Month to Do

    High-speed decision making in startups versus slow corporate processes – comparison showing agile startup team working efficiently.

    Author: Katarzyna Kwiatkowska

    The meeting-free zone concept explains why the best startups accomplish in just one week what often takes corporations a full month. Imagine spending 4 hours in meetings just to decide on a small 15-minute change in communication. Six people sit in one room, twelve join a call, and three presentations happen — yet no clear decision is made. This scenario is common in many large companies. Meanwhile, startups test, measure, and implement changes rapidly, keeping their workflow agile and efficient.

    Corporate offices are drowning in meetings — an average of 31 hours per month that employees spend on often ineffective gatherings (Atlassian, 2023) . However, startups build a culture focused on action by reducing meetings and using new tools for meeting reduction, startup time management, asynchronous communication, and work process automation. As a result, they achieve in a week what corporations often delay for months.

    Why Do Meetings Dominate in Corporations?

    Large companies usually have complex, dispersed structures with responsibilities shared across multiple teams. Meetings serve as a tool to avoid errors and reach compromises in such distributed environments. Unfortunately, this often slows down work and leads to what is known as "analysis paralysis," reducing effective time management not only in startups but also in bigger organizations. Therefore, consciously reducing meetings becomes crucial to improve decision-making speed and overall team efficiency.

    "Bias Toward Action" vs. "Analysis Paralysis"

    Startups generally prefer to "do and learn," emphasizing flexibility and smart time management. They test ideas step-by-step, using modern tools and automations to learn on the go and quickly apply improvements. This approach limits the risk of becoming stuck in lengthy decision processes that often result from too many meetings.

    Conversely, many corporations are driven by fear of failure. Such a mindset causes repeated rounds of analysis, presentations, and alignment sessions. Since every decision requires multiple approvals, actions are often delayed, leading to frustration and lowered morale among teams.

    Startup thinking: "It might not work, but we'll learn."
    Corporate thinking: "What if it doesn't work?"

    The True Cost of Every Meeting

    Parameter Startup (6 people) Corporation (50 people)
    Daily hour-long meeting 30h weekly 250h weekly
    Cost in FTEs 0.75 person 6.25 people
    Opportunity cost Entire features undeveloped Entire projects on hold

    According to a Harvard Business Review study (2023) , companies that cut down the number of meetings by 50–70% saw their teams’ productivity grow by 25–35%.

    Yet, meeting costs aren’t limited to lost work hours. They also include:

    • Missed market opportunities due to delays,
    • Greater risk of burnout and falling motivation,
    • Disrupted focus and fragmented teamwork.

    Consequently, an increasing number of organizations view reducing meetings as a strategic move to improve productivity, prevent burnout, and speed up implementation.

    Tools and Principles That Replace Most Meetings

    Exceptional startups transform traditional meetings into quiet periods focused on deep work. They establish meeting-free zones and rely on asynchronous communication alongside automation of workflows. Rather than a 4-person call at 10 AM, a quick message on Slack suffices, showing effective meeting reduction and time management. Similarly, hour-long meetings are replaced by Notion updates, and live presentations by brief Loom videos.

    Furthermore, automation tools — such as AI-generated summaries, automated task creation, and smart scheduling with Reclaim.ai or Motion — allow teams to focus on actual work instead of discussions about work.

    Startup Principles for Effective Meetings

    • Only essential meetings are held, eliminating "meeting addiction."
    • Meetings last no longer than 30 minutes.
    • Every meeting has a clear agenda, goal, and documented notes.
    • Decisions are made by the end of each meeting.
    • Meetings must result in specific, actionable outcomes.

    Startup vs Corporation: Anatomy of One Decision

    Days Corporation (28 days) Startup (3 days)
    Day 1–3 Competitive analysis Founder says, "We're testing new pricing."
    Day 4–7 Product team meeting Developer makes changes; we launch A/B test.
    Day 8–14 Preparation of management presentation Results in hand, we implement improvements.
    Day 15–18 Presentation and feedback
    Day 19–25 Legal review and compliance
    Day 26–28 Implementation

    Scaling Startup Pace in Growing Organizations

    Growing teams don't necessarily require more meetings. However, they do need better communication management and workflow automation. For example, practices like "meeting-free days" (such as "Meeting-Free Wednesday"), written status updates in Notion and Slack, AI bots generating summaries, and documenting communication preferences ("Manual of Me") help maintain a fast and focused working rhythm.

    Introducing Cultural Changes and Addressing Transformation Barriers in Large Companies

    Implementing cultural change in big organizations requires careful leadership and clear strategies. Important steps include:

    • Diagnosing the current culture and identifying resistance points like fear of mistakes, bureaucracy, or lack of trust.
    • Engaging leaders to actively promote proactive, transparent, and experimental mindsets.
    • Providing training and communication initiatives to familiarize teams with new workflows and tools.
    • Rolling out changes gradually through pilot projects and phased implementations.
    • Defining clear roles and responsibilities with measurable objectives for meetings and processes.
    • Monitoring progress regularly and adjusting strategies based on feedback.
    • Celebrating wins to build motivation and reinforce commitment.

    Adopting such models helps maintain startup-like culture even in larger firms, thus supporting effective reducing meetings and better time management practices.

    (As supported by recent research from Korn Ferry, Spencer Stuart, and PZU — Poland's largest insurance company, 2024 — effective cultural changes are key to competitive advantage.)

    Frequently Asked Questions

    Why do startups make decisions faster than corporations?

    Startups typically have simpler organizational structures, smaller teams, and foster a culture of trust and rapid action without excessive approvals. This allows them to move quickly, minimizing delays often caused by bureaucracy and multiple decision layers common in corporations.

    What tools replace traditional meetings in a meeting-free zone?

    Asynchronous communication tools like Slack, Notion, and Loom, combined with workflow automation platforms such as Jira and Trello, help teams reduce meetings and maintain productivity while enabling deep focus time.

    Does eliminating meetings really increase team efficiency?

    Yes. A 2023 study by Harvard Business Review found that companies reducing meetings by 50–70% experienced productivity improvements ranging from 25 to 35%. By minimizing unnecessary meetings, teams save time and reduce cognitive fatigue.

    Can startup principles for fast decision-making work in large corporations?

    Absolutely. The key to adopting startup speed lies not in company size, but in organizational culture and workflow design. Implementing clear decision-making frameworks, reducing bureaucracy, embracing a meeting-free zone culture, and automating routine tasks enable even large companies to increase agility and speed.

    What exactly is a meeting-free zone?

    A meeting-free zone refers to designated periods or cultural practices within an organization where meetings are minimized or eliminated. This allows employees to focus on deep work, reduces interruptions, and promotes asynchronous communication to maintain productivity without constant synchronous meetings.

    How can companies effectively start reducing meetings?

    Companies can start by enforcing clear agendas and objectives for all meetings, limiting meeting durations (ideally to 30 minutes), prioritizing asynchronous updates over synchronous calls, introducing meeting-free days or zones (e.g., “Meeting-Free Wednesdays”), and leveraging workflow automation tools to take routine discussions off the calendar.

    What are common barriers to adopting meeting reduction in corporations?

    Common barriers include fear of failure, bureaucratic inertia, lack of trust in asynchronous communication, dependency on hierarchical approvals, and entrenched meeting habits. Overcoming these requires leadership commitment, cultural change initiatives, and clear communication about benefits and expectations.

    Time for Revolution

    In today’s digital and AI-driven world, it’s not the number of hours spent in meetings that counts, but the speed and quality of decisions and execution. Companies that foster a meeting-free zone culture, minimize meetings, and rely on automation will gain a competitive edge while maintaining startup agility even at scale.

    Is your organization ready for the meeting-free revolution?

    If you want to maintain startup speed without drowning in endless meetings and administration — let's talk!

    At Smart People, we help companies create efficient processes that grow with their business: no unnecessary meetings, clear structure, and measurable results.

    Contact Katarzyna Kwiatkowska on LinkedIn

      GDPR Consent

      By submitting this contact form, I consent to the processing of my personal data by Smart People for the purpose of responding to my inquiry, in accordance with the principles set out in the Privacy Policy and pursuant to Regulation (EU) 2016/679 (GDPR). Providing my data is voluntary, but necessary for this purpose. I have been informed of my rights to access, rectify, and request the cessation of processing of my data.

      30Jul

      5 Countries, 5 Systems, 1 Common Denominator: Complexity. How to Navigate the Most Challenging HR and Payroll Markets in Europe?

      HR and payroll outsourcing in Europe

      Author: Katarzyna Kwiatkowska

      According to Eurostat, labor law complexity is one of the top challenges for European companies. This makes HR and payroll outsourcing in Europe not just an option, but a strategic necessity for businesses operating across Poland, Germany, France, Belgium, and Greece.

      HR and payroll outsourcing in Europe is like leading a company across five different countries — each playing its own unique rhythm in a complex orchestra. Success lies not in mastering one melody, but in harmonizing many.

      At Smart People, we understand the intricacies of outsourcing payroll within complex European regulatory environments. Working with businesses across diverse markets, we support payroll and HR management in multinational structures that demand precise expertise and agile approaches. In 2025, outsourcing HR and payroll in Europe is not just a cost optimization tool but primarily a risk mitigation and compliance assurance mechanism. Why is this so critical?

      Countries with the Most Complex HR and Payroll Regulations in Europe — Challenges and Business Opportunities in 2025

      Effectively managing payroll and HR processes across Europe today hinges on local regulatory specifics. Among the most complex and demanding markets are Poland, Germany, France, Belgium, and Greece. The complexity of these regulations significantly impacts operational costs, compliance risks, and the selection of outsourcing partnership models.

      🇵🇱 Poland: Frequent Amendments and Non-Obvious Obligations

      The Polish HR and payroll market is characterized by exceptionally dynamic legislative changes — regulations can be updated multiple times a year. HR teams must remain flexible and respond instantly to avoid compliance risks. Beyond typical payroll and contract matters, organizations must manage a variety of reporting obligations — from ZUS’s PUE platform, through KAS, to the National e-Invoice System (KSeF). Synchronizing this data with internal HR and payroll systems is challenging, especially given varying interpretations across different offices or regions. It’s common for even well-prepared HR teams to adjust procedures “on the fly” to keep pace.
      What worked last year may already be non-compliant today — and improper implementation risks fines and penalties.

      🇩🇪 Germany: Regional Variances and Employee Protections

      Germany’s federal structure means labor and payroll laws operate at both national and state (Land) levels. Each Land may impose its own interpretations and additional requirements related to leave policies, working hours, or social security contributions. Strong trade union and works council involvement further complicate change management, often requiring consultations and negotiations that extend implementation timelines. Without local expertise and nuanced understanding, companies risk unintentionally breaching regulations by relying solely on nationwide standards.
      Operating in Germany without localized support can lead to substantial costs and sanctions, despite seemingly standard processes.

      🇫🇷 France: A System That Forgives No Mistakes

      French labor law is among Europe’s most complex and formalistic. The Labor Code contains detailed regulations governing nearly every aspect of employment, from documentation requirements to strict termination procedures. Employment commencement necessitates filing comprehensive paperwork (e.g., DPAE to URSSAF) beforehand. Failure to comply or procedural errors may trigger hefty fines and protracted legal disputes. French HR departments must exercise extreme precision and attention to detail, often requiring close cooperation with local specialists.
      In France, paperwork is not mere bureaucracy but a cornerstone of compliance — a single mistake can cost more than an employee’s monthly salary.

      🇧🇪 Belgium: One Country, Three Systems

      Belgium’s unique administrative division impacts HR and payroll directly. The country is split into three regions: Flanders, Wallonia, and Brussels, each with its own official language, documentation, and legal regulations. Differences extend to wage rules, taxation, and local institutional requirements. Consequently, a single job position may necessitate drafting up to three different versions of contracts and procedures depending on the employee’s location. This complexity demands that HR departments maintain compliance and consistency across the organization.
      Even seasoned specialists face challenges without local expert support in Belgium.

      🇬🇷 Greece: Rapid Changes, Slow Systems

      While not typically classified as one of the strictest HR markets, Greece experiences significant regulatory instability and outdated administrative systems. Frequent legal amendments — sometimes weekly — require constant monitoring and agile adaptation. Government offices often operate slowly, and many tasks necessitate physical presence or signed documents, hindering full HR process automation. Effective HR service delivery in Greece demands a local partner who continuously tracks changes and manages local nuances.
      Automation in Greece’s HR environment is feasible only through close collaboration with a local expert who “keeps a finger on the pulse.”

      What Does This Mean for Your Business?

      In such a demanding and fast-changing environment, HR and payroll outsourcing in Europe functions cannot rely on a one-size-fits-all model. The complexity and frequent changes of local regulations require agility and real-time adjustments. HR and payroll teams must operate in almost continuous legislative monitoring mode, analyze the impact on internal processes, and update documentation and procedures — sometimes weekly.

      This generates substantial operational and substantive challenges, difficult to solve safely and efficiently with in-house resources alone. Specialist knowledge, experience in interpreting and implementing regulations, and tools enabling rapid response to changes are indispensable.

      For the vast majority of organizations, this translates into a strategic imperative to consider outsourcing these processes. Partnering with an experienced provider equipped with local expertise and advanced tools not only minimizes the risk of errors and sanctions but also significantly enhances HR and payroll efficiency.

      Moreover, the KPI-managed outsourcing payroll and HR model ensures transparency and process efficiency. Clear Key Performance Indicators allow clients to measure the tangible value of cooperation. Clients maintain full control over outcomes, while the outsourcing partner is accountable not just for task delivery but for specific business results. Outsourcing becomes a tool not merely for cost optimization but for improving quality and process stability.

      Today, outsourcing is a key element in building organizational resilience to change and compliance with increasingly complex legal requirements — executed with full transparency and accountability.

      Outsourcing as a Shield, Not Just a Sword

      In countries with highly complex regulatory environments, outsourcing payroll and HR within complex European regulations is more than a cost-cutting measure. It is a tool for:

      • Preventing fines and errors
      • Accelerating legal change implementation
      • Ensuring compliance with local and international law
      • Building consistent standards across countries while preserving local specificity

      Key Focus Areas

      • Frequency of legal changes (Poland, Greece)
      • High degree of formalism (Germany, France)
      • Multilevel laws and official languages (Belgium)
      • Complex insurance and reporting systems (across all markets)

      What Can You Gain?

      By collaborating with an experienced regional partner, you gain peace of mind and practical support managing HR where error risks are highest. At Smart People, we combine local market knowledge with international operational experience to ensure your company runs smoothly, safely, and compliantly.

      10 Questions to Ask Before Outsourcing HR in Europe

      1. Which HR and payroll processes require local compliance — and which can be standardized?
      2. Does the outsourcing partner take KPI responsibility — or only provide personnel?
      3. How is regulatory complexity evolving in countries like Poland, Germany, France, and Greece?
      4. Does our current payroll model scale with headcount growth across jurisdictions?
      5. What are the costs of errors in filings, deadlines, and local reports — and who bears accountability?
      6. Do we have full visibility over task status, SLAs, and service quality?
      7. How quickly can we replace or scale the team if operational needs change?
      8. Are systems we use (e.g., SuccessFactors, Workday) supported by the partner?
      9. Can we measure outsourcing efficiency as accurately as internal teams?
      10. What reputational and compliance risks do we mitigate by working with a local partner?

      Interested in learning how HR functions practically on these markets and the tangible benefits you can achieve? Let’s talk!

      HR and payroll outsourcing in Europe is the key to managing complex regulatory environments, ensuring compliance, and driving operational excellence across diverse markets.

        GDPR Consent

        By submitting this contact form, I consent to the processing of my personal data by Smart People for the purpose of responding to my inquiry, in accordance with the principles set out in the Privacy Policy and pursuant to Regulation (EU) 2016/679 (GDPR). Providing my data is voluntary, but necessary for this purpose. I have been informed of my rights to access, rectify, and request the cessation of processing of my data.

        17Jul

        How UK Companies Combine KPI-Managed Outsourcing with AI to Cut Costs and Boost Efficiency

        Author: Katarzyna Kwiatkowska

        KPI outsourcing Poland UK: AI-Powered Precision for 2025

        Keep calm and carry on — a 2025 mantra for Polish and British businesses

        KPI outsourcing Poland UK is transforming how companies in Poland and the United Kingdom manage HR, payroll, and compliance challenges in 2025. This modern, KPI-driven approach combined with AI technology offers clarity, cost control, and measurable results.

        Facing inflation, post-Brexit regulations, talent shortages, and evolving Polish labour laws, firms are adopting KPI outsourcing to stay competitive. Technology and data-driven management models are no longer optional but essential.

        Outsourcing with Polish and British precision — powered by KPIs and AI

        Traditional outsourcing based only on billable hours is becoming obsolete in Poland and the UK. New regulations and stricter data compliance demand partners delivering measurable, transparent results.

        KPI outsourcing ensures clients get real-time visibility on service quality and budget control through clear Key Performance Indicators monitored continuously.

        How AI changes the game for KPI outsourcing

        AI and process automation power next-generation outsourcing in Poland and the UK by:

        • Automating repetitive HR and admin tasks to free up valuable human resources,
        • Using predictive analytics and intelligent CV parsing to optimize recruitment,
        • Improving resource planning and KPI tracking with advanced algorithms,
        • Scaling teams on demand swiftly, with agility comparable to organizers of large events in London and Warsaw.

        Real-life example: London and Warsaw in action

        A London City bank implementing Workday, or a Warsaw-based tech firm rolling out SAP SuccessFactors, use KPI outsourcing combined with AI insights to avoid long-term expensive consultants. Certified experts onboard quickly, track progress against KPIs, while internal HR teams focus on talent development.

        KPI outsourcing Poland UK Workday implementation powered by AI

        Why Polish and UK companies choose KPI outsourcing in 2025

        • Reduce HR operational costs by 25–30% without sacrificing quality,
        • Accelerate system rollouts like Workday and SAP SuccessFactors for faster ROI,
        • Scale teams flexibly within weeks, similar to event planners managing large tech events,
        • Minimize disruptions from turnover with robust succession and documentation,
        • Navigate complex post-Brexit and evolving Polish regulations with confidence.

        Wrapping it up: Keep calm and innovate on

        KPI outsourcing in Poland and the UK combined with AI is more than task offloading — it’s a philosophy enabling businesses to adapt with calm and innovation. This blend of steady resilience and smart technology drives competitive advantage and measurable outcomes.

        Want to learn more about KPI outsourcing Poland UK and AI-powered transformation?  Connect with Katarzyna on LinkedIn.

        Frequently Asked Questions (FAQ)

        What is KPI outsourcing Poland UK?

        KPI outsourcing Poland UK is a service model where providers are assessed based on predefined Key Performance Indicators, ensuring transparency, measurable value, and continuous performance optimization in both countries.

        How does AI enhance KPI outsourcing?

        AI boosts predictive analytics, automates repetitive HR tasks, and delivers real-time KPI data, dramatically improving efficiency and reducing costs.

        Why is KPI outsourcing popular in Poland and the UK?

        Companies in Poland and the UK face regulatory complexity, budget pressures, and talent shortages. KPI outsourcing offers the needed transparency, flexibility, and control — especially with AI support.

        Which industries benefit most from AI-powered KPI outsourcing?

        HR, payroll, compliance, and IT sectors lead the adoption, particularly in finance, retail, and technology industries.

        If you’d like to continue the discussion or need further insights, Kasia invites you to get in touch—simply use the contact form below or connect on LinkedIn.

          GDPR Consent

          By submitting this contact form, I consent to the processing of my personal data by Smart People for the purpose of responding to my inquiry, in accordance with the principles set out in the Privacy Policy and pursuant to Regulation (EU) 2016/679 (GDPR). Providing my data is voluntary, but necessary for this purpose. I have been informed of my rights to access, rectify, and request the cessation of processing of my data.