Business processes automation: culture and its role in operational efficiency

1. Limited Internal IT Capabilities 
Companies that are not “digital-first” often rely on a single person responsible for infrastructure or software licenses. This limits proactive innovation and creates long-term technological debt. According to the June 2024 PFR report only 21% of Polish companies report a high level of digital maturity, which correlates with the number of IT personnel available to support IT systems

2. Manual Work in Digital Processes
A major obstacle to operational efficiency is the manual handling of digital workflows. Many processes depend on individuals working with spreadsheets and Word documents—copying and pasting values or managing files manually or across disconnected systems. This approach reduces employee productivity, increases error rates, and creates chaos in day-to-day operations. (read morehere). These issues are also highlighted in digitalization reportsparticularly regarding the adoption of electronic document management. from Webcon orCRN report.​

3. Lack of Performance Evaluation for Employees 
Many companies lack structured performance review systems, development plans, or clearly defined roles. This undermines team engagement and retention—and as we know, a strong team is the backbone of any efficient operation.  unfairly.​ According to a Zielona Linia report - over half of employees rate their managers poorly when it comes to performance evaluation, and 70% feel their performance is judged

4. Incomplete or Missing CRM Systems 
A properly implemented CRM system is fundamental to the digital transformation of B2B sales operations. In an era of information overload, managing relationships through phone and email alone is no longer sufficient. A reliable system to organize client communication is central to driving growth and operational efficiency.According to Eurostat , only 28.5% of companies in Poland use a CRM system—corroborating our own findings

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5. Limited Access to Performance Reporting 
Many SMEs rely on basic reporting available in their existing systems or spreadsheets. However, they often lack visibility into key metrics such as profitability, payroll, expenses, and sales pipeline. This intuitive, rather than data-driven, approach hinders decision-making and the prioritization of strategic investments. Only 8.5% of Polish firms analyze  "big data" and just 10.5% use BI tools—demonstrating a market-wide trend consistent with our workshop findings.

Poor Information Flow and Lack of System Integration Due to the wide variety of IT systems used—CRM, ERP, ATS, DMS, QMS, communication tools, project management apps, spreadsheets, emails, and websites—many companies fail to integrate them. As a result, data is transferred manually or semi-manually between platforms. This leads to additional administrative workload and increases the risk of human error.  This inefficiency significantly affects scalability and service quality in Polish SMEsaccording to Sykom and Oex.

Between 2024 and 2026, many Polish SMEs are preparing to make significant investments in technologies that improve operational efficiency, enable business process automation, and support the implementation and integration of IT systems. Below are the main investment areas driving digital transformation B2B:

Artificial Intelligence (AI)

• Artificial Intelligence and Machine Learning are gaining momentum: 61% of SMEs are implementing AI, and 45% are already using ML tools to boost operational efficiency and business innovation (Polcom). According to IDC, the average ROI from AI adoption is estimated at 270% within 13 months.

Read case study about AI adoption in APC Instytut

Business Process Automation

• Automation platforms such as Google Workspace and Microsoft Power Platform simplify business process automation, including data and marketing management. Forrester reports a 224% ROI on Power Platform (based on NPV), with task completion time reduced by up to 25%.

Read more about BPA for quality reporting automation here

IT Systems Integration

• Management systems: Many companies are planning to implement ERP or CRM systems, which significantly facilitate IT systems integration and streamline business process management (source: ITWiz). According to Salesforce, CRM implementation can deliver an estimated ROI of 314%, while ERP systems yield around 56% ROI (source: Johnygrow).
• Operational and financial reporting: Implementing modern business intelligence tools such as Power BI or Microsoft Fabric can result in approximately 360% ROI over three years, by accelerating and simplifying the information flow across the organization—leading to improved operational efficiency

IT Systems Implementation

• Digitalization grants: Programs such as Ścieżka SMART and Dig.IT offer financial support for SMEs to implement IT systems, including business process automation and cybersecurity enhancements (sources: Comarch, Symfonia).
• Future technologies: The adoption of AI, IoT, and Big Data is essential for increasing competitiveness and driving innovation within organizations (Symfonia, Polcom).

Read case study for automation reporting for operational efficiency in banking

These investments are backed by available grants and funding opportunities, allowing SMEs to modernize their infrastructure and significantly boost their operational efficiency. In the next section, we’ll explore how each of these areas contributes to building a high-performing, future-ready organization.

What is the Role of Business Process Automation in Operational Efficiency? Business process automation (BPA) is a strategic, technology-driven approach to streamlining and optimizing business operations. Its core aim is to increase operational efficiency, reduce errors, and improve productivity—aligned with ISO-9001 quality standards. In practice, BPA uses IT tools to carry out tasks consistently and repeatably, ensuring compliance and continuous improvement. 
Its role is critical in delivering full-scale operational efficiency. While systems like CRM or ERP play vital roles, each has limitations. Once these systems are properly integrated, automation can enhance employee performance and drive cost savings across departments.

However, BPA is often misinterpreted or oversimplified. Many assume it simply means building low-code or no-code apps to automate tasks. This can lead to creating solutions where IT systems implementation or proper integration would be more appropriate. In some cases, businesses attempt to apply AI to problems that are algorithmic in nature—where BPA would be a more logical choice. Here are examples of ineffective approaches to automation seen in B2B service companies:

• Developing a custom workflow or low-code app to manage client relationships, even though top-tier CRM systems (e.g. Hubspot for up to 4 users) are available for free.
• Building standalone AI chatbots for customer support instead of using established tools like Live Chat, Intercom, or SmartsUpp that already integrate these capabilities.
• Creating in-house tools for HR processes like performance evaluation or role definitions when robust market solutions exist (e.g., Peopleforce, TalentGuard, or Comarch HRM).
• Designing Excel-based compensation calculators despite having a fully functional ERP system that already includes payroll features.
• Using manual spreadsheets to forecast contract values instead of implementing a proper CRM system that can automatically project deal pipelines based on probability scoring.

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Now that we’ve covered the broader context of business process automation and its challenges, let’s explore the role of IT systems integration—and how it differs from automation. While both aim to improve operational efficiency, their goals, scope, and impact differ significantly.

IT systems integrationefers to connecting various digital systems—such as ERP, CRM, HR, and accounting—into a unified ecosystem that enables data sharing and seamless collaboration. It helps reduce manual work and ensures that all systems share accurate and synchronized data about customers, orders, and employees.

Read about IT systems integration scenarios here

Here’s a comparison from the perspective of B2B service companies:

Well-implemented IT systems integration enhances operational efficiency by streamlining processes—like sending a customer order straight into execution—reducing overhead from redundant systems and improving decision-making through centralized access to real-time data.

Read here more about IT systems integration

Having already understood the differences between IT system integration and business process automation - let's move on to the role of AI in the entire puzzle of operational efficiency.

How does AI support operational efficiency in Polish SMEs? The reality is mixed.

While AI, particularly Generative AI, has massive potential for productivity gains (which directly boosts efficiency), adoption in Poland remains cautious. According to PAP, most SMEs are focused on simple automations rather than advanced AI tools. A study by Mizzox found that 80% of companies prioritize document automation. KPMG reports that 28% of Polish firms deployed AI in 2024 (EY estimates 40%), with another 30% planning to do so. SW Research estimates that Polish SMEs will invest up to 20,000 PLN in AI in 2025—only enough for 20 annual ChatGPT Plus licenses.

Click here to get AI adoption framework

On the flip side, Poland’s AI market is projected to grow by 28% annually until 2030, reaching an estimated $1.8 billion USD by 2025 (Statista).

So, what does this mean for AI’s role in digital transformation B2B?

• Budget constraints – a 20,000 PLN budget only covers minimal AI licenses or ~117 hours of an experienced AI engineer (read morehere).
• Lack of skilled employees – 52% of firms cite workforce limitations as a reason for not adopting AI (IDC).
• Governance and data security concerns – 41% of global firms highlight these as major blockers (IDC). 

The AI ecosystem is saturated with hundreds of tools launched daily (e.g., via thereisanaiforthat.com), making it hard for companies to choose and scale efficiently..

As a result, many SMEs find themselves overwhelmed and underprepared when it comes to adopting AI effectively. That’s why building operational efficiency should begin with structured system integration and pragmatic business process automation—before diving deep into complex AI initiatives. In the next section, we’ll show how to start optimizing operations in B2B service SMEs, step-by-step.

As we’ve highlighted in our article on iimplementing AI in business, becoming an "AI-driven" organization is the highest maturity level in terms of operational efficiency—but it's not the only effective one. Every company should go through four essential stages: implementing IT systems, integrating IT systems, applying business process automation, and finally leveraging AI. With this full spectrum in place, businesses in 2025 can choose the most suitable path based on their risks and readiness. Here’s how to develop operational efficiency step by step—ideally revisiting this process quarterly:

• Identify Operational Challenges - every company has its pain points, but not every company talks about them openly. Due to busy schedules and overwhelming workloads, operations directors, CFOs, or CEOs often postpone dealing with internal inefficiencies. Don’t wait—just a 90-minute workshop with process or department owners is enough to define your company’s main bottlenecks. A structured session like this provides clarity on where to begin.

Check here example of operational efficiency workshop

• Prioritize and Match to Capabilities - let’s be honest—no business can change everything at once. Prioritization is crucial. Start with the “low-hanging fruit”—those challenges that bring fast and measurable gains, such as implementing a CRM system or automating repetitive manual tasks. Larger projects, like ERP implementation or migration, should be broken into smaller phases (e.g., starting with specific business functions or departments).
• Implement Gradually - once priorities and solutions are clear, decide whether to implement changes internally or with an external partner. A partner brings momentum and experience but some knowledge may not stay within your team. In-house implementation takes longer and requires full dedication from at least one employee. We recommend gradual rollouts: start with a small pilot group (e.g., introducing CRM) or pick one of your three core business models to automate first. For IT systems integration, begin with the most critical workflows (e.g., payroll or business development).
• Monitor Operational Efficiency  - tracking results is crucial both short- and long-term. Define KPIs and methods that will allow you to realistically measure the value delivered after each change (e.g., cost savings, time saved, reduced error rates, or improved work quality). A simple and effective approach is to compare time spent on a process before and after changes. For more structured improvement tracking, consider methodologies like Lean or Six Sigma.