Asseco Poland: We are not like a corporation. The largest Polish IT group explains what its strength is
Cloud computing, cybersecurity, the use of AI and technologies for the defense sector are among the most important development areas for Asseco. The key to implementing the strategy and further expansion is to be the group's unique operating model – a federation that combines global goals with local autonomy.
He told journalists about the development in the most important areas during the Asseco Group Product Review conference in Lisbon president of the group Adam Góral. He emphasized that Asseco will consistently strive to maintain its position among the leaders of the software market in Europe. – We focus on sectors in which we are very strong. However, I also think about sectors where even Europeans do not believe that we can take a key position – added Adam Góral.
Cloud, cybersecurity, defense, AI among the priorities
He spoke, among others: about building your own cloud computing. – We have Asseco Cloud in Slovakia and the Czech Republic, which are doing great. We are still working on creating a cloud covering the Balkans, said the president. He also indicated other areas in which the company is developing. – We have made progress in cybersecurity. Now we are also thinking about defense and I am working on it personally. We cooperate with the Polish army, with NATO, we are involved in, among others, in Frontex – mentioned Góral. There was also the topic of artificial intelligence. – We will not produce our own AI tools, we will rely on available solutions. Our place is with the customer with our greatest value, i.e. knowledge about local markets – noted the president of Asseco.
He talked in detail about the strength of the local approach Rafał Kozłowski, vice-president of Asseco Poland (who is to take over from Adam Góral at the beginning of 2027), as well as the leaders of key companies from the group.
“This is true autonomy”
Asseco's federation model is an attempt to reconcile the global scale of operations with local flexibility. As Kozłowski explained, the foundation is to transfer real power where it is most needed – close to the customer.
– Each company in our group decides for itself how it sells, what it sells, how it shapes its product and what kind of people it employs. This is real autonomy, said Kozłowski. Unlike traditional corporations that centralize such decisions, Asseco focuses on consistent principles covering financial standards, the selection of key leaders and several other most important issues. – We do not centralize decisions, we centralize transparency and the criteria by which we evaluate these decisions – he added. In his opinion, this model, giving people space and freedom to act, is the only one possible in today's dynamic world full of changes.
Federation gives flexibility
The strength of the federation was confirmed by the co-participants of the panel with Kozłowski – CEOs who manage group companies in various parts of Europe on a daily basis. They emphasized that such a model is based on trust and great responsibility.
Jozef Klein, head of Asseco Central Europe, he recalled a conversation with Adam Góral from 2006, when, after the successful IPO, he wanted to focus on acquisitions in the Czech Republic and Slovakia. – Adam said: “Of course, but it's your responsibility. We have to focus on the Balkans now.” I understood that federation means freedom of choice and freedom of responsibility,” Klein said.
He echoed him Piotr Jeleński, president of Asseco South Eastern Europe. – Federation gives flexibility and agility – he said. He pointed to the key psychological aspect of the model. – Freedom equals responsibility. This model does not provide an alibi, he said. In centralized structures, managers can always look for justification in the decisions of the headquarters, while in the case of Asseco, the responsibility rests with local leaders.
Here, “one size fits all” does not work
Why should this model be more effective in conquering markets? According to Asseco managers, it is about knowing the local market and local needs. They agreed that “one size fits all” does not work in the software business.
– Proximity to the customer makes the solution unique. All large clients require personalization and a local approach, argued Jeleński. He emphasized that even if a global, centralized solution is “technologically better” on paper, it fails if it is not tailored to local needs and supported by a motivated local team.
Daniel Araujo, head of Asseco PST operating in Portugal and, among others, in Angola and Mozambique, agreed that the final power rests with the client. – You may not have the best solution in the world, but you have the best solution for this particular market and customer. And he trusts you enough to buy them because he knows that if something goes wrong, you'll be there the next day,” Araujo explained. However, the federation is not only about local islands. It is also about sharing knowledge – which Araujo emphasized, recalling the visit of the bank's representatives from Angola to Warsaw to look for solutions within the group.
The independence of local companies was summarized by Piotr Jeleński as follows: – In my group, which consists of 4,000 people in 26 countries, about 20 Poles work, mainly in finance. We do not have a single Polish representative on the boards of any country. Wherever we are, we leave taxes, managerial knowledge and know-how locally. Compare this with any other international group and decide where you want to work.
New main shareholder. The rate is breaking the ceiling
This year, there was a reshuffle in Asseco Poland's shareholding structure, with the addition of TSS Europe from the global Canadian group Constellation Software. At the beginning of the year, it took over shares from Cyfrowy Polsat and agreed to purchase a block of own shares from Asseco. After the final transaction at the beginning of October, TSS holds almost 25% of the shares and is the largest shareholder of Asseco Poland.
Asseco's management board ensures that the group will maintain its Polish identity and autonomy. – For us, the basic condition was that over 50% of the shares would remain in the hands of Polish shareholders, that our headquarters would remain in Rzeszów and that we would pay taxes in Poland – said Artur Wiza, vice-president of Asseco Poland, in a recent conversation with Bankier.pl. The company is one of the leaders on the Warsaw Stock Exchange this year – its price increased by over 130%.
