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Poland’s silicon play

In the race for semiconductor self-sufficiency, Poland has become one of Europe’s leading contenders

October 9, 2024

6 min read

October 9, 2024

6 min read

The global semiconductor market, characterised by cyclical surges in demand and periodic supply shortages, has never been more strategically important. As industries ranging from automotive to artificial intelligence struggle with semiconductor bottlenecks, Europe’s vulnerability has become glaringly apparent.  

With China, Taiwan, and the United States dominating production, Europe’s dependence on foreign semiconductor supply poses risks to its technological and economic resilience. In this context, Poland is emerging as a vital player in the semiconductor industry, spurred by recent investments and a focused strategy to become a central hub in the sector’s global ecosystem. 

The global semiconductor market is poised to expand significantly in the coming years, with revenues projected to reach one trillion US dollars by 2030, according to McKinsey.  

As the world digitalises further and next-generation technologies like electric vehicles and the Internet of Things (IoT) gain traction, demand for semiconductors is set to skyrocket. Europe, with its strong industrial base and thirst for technological self-sufficiency, has taken steps to boost domestic manufacturing capacity.  

The EU’s Chips Act, launched in 2022, aims to increase Europe’s share of global semiconductor production from 10 per cent to 20 per cent by 2030, with 43 billion euros earmarked to support the effort.  

Poland’s positioning as a semiconductor manufacturing hub forms a crucial part of this broader European ambition.  

Poland’s semiconductor ambitions 

Poland’s journey towards becoming a key player in the semiconductor industry has been nothing if not methodical, involving strategic investments, government incentives, and partnerships with major tech firms.  

The country’s central location, smart workforce, and—relatively—low costs make it an attractive alternative for semiconductor companies looking to establish or expand their European operations. 

A recent report from Kearney, a management consultancy, identified Poland as a pivotal player in the semiconductor ecosystem, especially in the back-end segment of the market—packaging, testing, and assembly.  

“Poland is the frontrunner among EU countries and regions,” reads the report, which also identified Hungary, despite having limited semiconductor presence, as a strong contender. 

While front-end manufacturing, which involves the creation of silicon wafers, typically attracts the most attention, the back-end processes are equally critical. Poland’s strength lies in its ability to offer skilled labour and infrastructure for these labour-intensive processes at competitive costs, helping to alleviate some of the industry’s production bottlenecks. 

Kearney’s research emphasises that Poland’s value proposition lies in its ability to integrate into existing European semiconductor supply chains, offering scalability, and supporting the EU’s goal of achieving semiconductor sovereignty.  

The country’s proximity to key European markets allows for just-in-time production capabilities, making it a favorable location for companies aiming to reduce dependency on Asian supply chains. 

Investments shaping the sector 

Poland has seen significant investments in its semiconductor sector, driven by both foreign multinationals and domestic players. In 2023, Intel announced a 4.6 billion euros investment to build a semiconductor assembly and test plant in Wrocław, which marked one of the largest foreign investments in Poland’s history.  

Intel’s decision aligns with its global strategy to expand manufacturing and increase capacity to meet the growing demand for advanced chips, while providing a crucial vote of confidence in Poland’s capabilities. 

The construction of Intel’s Wrocław plant, scheduled to begin operations in 2027, is not just a boon for Poland’s semiconductor aspirations but also a significant win for Europe’s tech sector. The facility is expected to create 2,000 direct jobs and thousands more in related industries, making it a major driver of economic growth.  

Moreover, it signals the potential for Poland to attract additional high-tech investments, which could position the country as a regional semiconductor leader. 

Another notable development is the expansion of the Kraków-based company Amkor Technology, which specialises in outsourced semiconductor packaging and test services. Amkor has doubled its capacity in Poland over the last three years, aiming to meet increased demand from European automotive and industrial clients.  

The company’s success demonstrates Poland’s growing prominence in the back-end segment, which is less capital-intensive but remains critical for the functioning of the semiconductor value chain. 

Semiconductor sovereignty  

The strategic importance of semiconductors cannot be overstated. Often referred to as “the new oil”, they are essential for virtually all modern technologies, from smartphones to data centres.  

As geopolitical tensions intensify and supply chain disruptions become more frequent, the risk of over-reliance on Asia for semiconductor supplies has come to the forefront. This has forced policymakers and businesses to reconsider their supply chains and diversify their sources of production. 

Europe’s dependency on Taiwan, which produces over 60 per cent of the world’s semiconductors, leaves it particularly vulnerable to geopolitical risks. Any disruption in Taiwan, a focal point of US-China tensions, could have severe repercussions on Europe’s technology-driven industries.  

Poland’s emergence as a semiconductor hub offers a partial solution to this dilemma. By localising more aspects of the semiconductor supply chain, Europe can better insulate itself from external risks, enhance its technological resilience, and secure its position in the global tech race. 

Poland’s competitive edge  

Poland’s ability to attract semiconductor investments is also tied to its well-educated workforce, with a strong tradition in engineering and technical disciplines.  

Each year, Polish universities produce thousands of graduates in fields such as electronics, automation, and computer science, providing a ready talent pool for high-tech industries.  

This competitive advantage is further enhanced by the presence of numerous research institutions, such as the Łukasiewicz Research Network, which collaborates with industry players on semiconductor research and development. 

In terms of infrastructure, Poland has invested heavily in modernising its logistics and transport networks, which are critical for semiconductor manufacturing. This infrastructure includes not only roads and railways but also specialized facilities for semiconductor manufacturing, such as cleanrooms and precision equipment.  

The country’s strategic location at the crossroads of Eastern and Western Europe facilitates efficient distribution and supply chain integration, offering semiconductor companies access to both established and emerging markets. 

A catalyst for regional development 

Poland’s rise in the semiconductor industry is not just a win for Warsaw but also a boost for Central and Eastern Europe as a whole. The region, which has long served as a manufacturing hub for automotive and industrial goods, is increasingly becoming a focal point for higher-value technology production.  

Semiconductor investments, coupled with ongoing digital and green transformations, have the potential to elevate the economic status of Poland and its neighbours. 

Poland’s success in the semiconductor sector could also encourage other countries in the region, such as Hungary—identified by Kearney—as well as Czechia and Slovakia, to ramp up efforts to attract semiconductor investments.  

This could pave the way for a more integrated and diversified European semiconductor supply chain, reducing dependencies and fostering regional collaboration. 

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst at Reinvantage.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.