01 · Methodology
Every project starts with
one question:
“What challenges should your company be ready for in five years?”
We do not sell services from a catalogue. We build the engagement together: what stands in the way, and how to remove it. Before we propose anything, we define the problem in measurable, visual terms.
02 · Gemba
The methodological foundation.
Starting point: We begin with Gemba. Always. We go where work happens — not where reports about work are written. We observe, interview, map processes, speak to people on the line and measure before we propose anything.
現場
“Gemba”: Japanese for the “real place”. In business and Lean thinking,
Gemba is where value is actually created.
Most problems we see at Gemba are not what the client brought to the first meeting.
That is why the first diagnostic conversation is not about our offer. It is about what actually fails — and what that costs each month.
We go to the floor
User interviews, observation, shadowing — not surveys emailed around.
Numbers-first diagnosis
Time, cost, risk. A measurable problem definition before any proposal. The report contains figures — not adjectives.
Minimal intervention
Tools fit the problem. No single methodology for every case. AI is not always the answer.
We stay to the end
We support implementation. Afterwards we return with a report: did the change actually improve outcomes?
03 · Strategy
Strategy and brand vision.
Build a vision and compress it into a format your people believe. Why? Because planning and communicating organisational vision sets momentum for years. Without it, people cannot be proactive — and motivation fades for no obvious reason.
Vision is the first thing we align. We design strategy and communications for organisations entering a new chapter: new market, new offer, new partner. Together we answer what the organisation must be ready for in three years — and how customers, employees and partners will react.
Visual change without human change is just an expensive new PDF. Brand change starts inside the organisation — not with a colour palette.
We do not greenwash. We audit the current state and build a step‑by‑step transition you can defend to leadership and auditors.
Strategy workshop
Extended sprint with leadership and management. Intensive work on direction and decisions — not a slide deck of conclusions.
Qualitative research
Employee focus groups and manager interviews on vision, constraints and real blockers to growth.
Communications & reach audit
Channel effectiveness, message consistency and brand awareness — in numbers.
Engaging people in change
Transformation leads in departments. Hundreds of people must feel the direction is theirs — not external.
Recommendations & rollout plan
Internal and external communications plans and agency guidelines. Visual change only if it truly blocks growth.
Pilot and monitoring
Rollout and monitoring for three to nine months. We correct course if data says we were wrong.
04 · ESG
ESG matrices.
ESG reporting is increasingly a ticket to large‑player supply chains — not only a regulatory duty.
Companies that start ESG with communications instead of data pay twice. Those that greenwash pay three times.
ESG without greenwashing. Real values backed by numbers.
We build ESG matrices from scratch: baseline audit, KPI mapping to ESRS and GRI frameworks, and an action plan you can defend to an auditor. We do not write glossy reports about what does not exist.
A report ready to publish and to discuss with funders. For organisations with access to ESG‑linked financing — we work with POLSIF experts where relevant.
* For companies under CSRD or entering supply chains of ESG‑reporting organisations.
Baseline audit
Data from the organisation: emissions, energy, supply chain, HR policies, governance — no polishing.
Reporting framework fit
ESRS / CSRD, GRI, UN SDGs — frames that fit your industry and duties. Not everything at once.
KPI matrix
Measurable indicators for each E, S and G area. Data sources and measurement cadence.
Gap and remediation plan
Where data is missing or below threshold — a realistic timeline with owners inside the organisation.
Report & documentation
Ready to publish and to discuss with funders. Audit‑friendly trail.
05 · OPEX
Operations, OPEX and process.
OPEX usually grows not from bad intent but from processes designed for another scale, team or market. The most expensive process is the one nobody questions because “we have always done it this way”.
Operational costs are design decisions. We enter the operating model, map workflows and find where the organisation pays for processes built for the wrong scale. Every recommendation includes estimated change cost and return.
We break OPEX into processes — not departments. Into concrete actions and their real hour and decision cost.
Process mapping
Value stream mapping from order to fulfilment. Waiting, overproduction, unnecessary handoffs.
Operational cost analysis
OPEX by concrete action — not department or budget line — true cost per process step.
Bottlenecks
Where flow stops. Who waits on whom. Decisions taken too high or too low in the structure.
Recommendations with numbers
Each item has estimated cost to change and expected return. Prioritised by effort/impact — not flashiness.
Implementation & monitoring
We support process change. We measure at 30, 60 and 90 days. We correct if data disagrees with our assumptions.
06 · Capability
Digital capability.
Implementations fail not because the tool is wrong but because the organisation was not ready to adopt it. Digitalisation without capability is gym equipment nobody uses.
Tools do not work without people. We audit digital capability at team and role level — not job titles. We design learning paths for real gaps — not for a training catalogue. The organisation must be able to grow without us.
We develop internal transformation ambassadors. Goal: a self‑sufficient organisation — not permanent dependency.
Digital capability audit
Gap analysis with DigComp 2.2 and industry context. Interviews, scenarios, tools actually used vs. purchased.
Role & gap map
Required competence level per role — not position title. Who blocks transformation and why.
Learning paths
Microlearning, shadowing, hands‑on workshops — matched to the gap and role.
Pilot programme
We measure capability before and after. We scale only what works.
Internal digital leads
We grow internal ambassadors. The organisation must be able to grow without us.
07 · Tools & ROI
Digital tools and ROI.
Tool choice comes last. First numbers — then architecture — then vendor. We are often two to three years ahead of our clients. That is not accidental.
Technology serves the problem — not the other way around. We have a proven toolkit and know when to use what. ML (2018), VUI, CarPlay, chatbots and computer vision — before they were fashionable. We are now building Alint, a voice CRM assistant on CarPlay for field sales.
AI without Gemba is fashionable tech looking for a problem. AI is not always the answer.
UX & interaction design
Design systems, IA, research, prototyping. WCAG 2.2 as a quality bar — not a checkbox.
VUI — voice interfaces
CarPlay, mobile voice, conversational assistants — designed for real working conditions.
AI implementation
Organisational readiness audit, process automation, LLM integrations, AI agents. Diagnosis before model choice.
Integrations & B2B/B2B2C platforms
Systems tying sales, invoicing and documents. Backends for complex discount logic, re‑invoicing and sales forecasting.
08 · Funding
Grants and advisory.
Eastern Poland, FENG, KFS, BUR, POLSIF. We check whether a project can qualify for funding before you commit full own funds.
PLN 14 billion for Eastern Poland.
We partner with WM:HTC — Warmia‑Masuria Digital Transformation Hub. We know programmes available in the region and which projects can pass qualification — and which should not be forced into a grant shape.
We do not write applications for projects that should not be built. Funding is a tool for sensible change — not a justification for weak ROI.
BUR and KFS eligibility is part of the first stage — before anything is signed.
BUR & KFS — training & skills
Polish Development Services Database and National Training Fund. We check eligibility before the first workshop meeting.
FENG & Eastern Poland
European Funds for a Modern Economy. Digital projects, AI adoption, process transformation.
ESG‑linked financing & POLSIF
For ESG‑reporting companies — access to financing tied to sustainability metrics.
WA‑MA incubator
Regional tech incubation. Alint, our product, received an 80 000 PLN grant from this programme.
09 · Before you write
Not for everyone.
Literally.
We work with organisations that sense their industry is shifting — and want to be ready before everyone else notices.
- You are entering a new segment or market and the old brand or old processes will not carry you there.
- You have or can make a budget decision within 30 days — we do not produce proposals for the drawer.
- You want a partner who will say no when the direction is wrong.
- You measure outcomes — you care about P&L, not pretty deliverables.
- You can commit at least PLN 20,000 to a workshop cycle — without that, direction and scope cannot be built honestly.
- You are not greenwashing — we do not take jobs whose goal is communications without data.
- You do not want dark patterns — we do not design manipulation into buying, sales or onboarding.
Twenty minutes. Three questions. We will know if we can help.
connect@atypical.pl