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Agnieszka Wolańska-Konecka
CEO

An Expert in the field of:

  • Building and changing organisational culture,
  • Leadership development,
  • People and organisation development,
  • Strategic HR,
  • Communication.

During 20 years of her professional career she has gained experience in various lines of trade. From 2007 to June 2014 she was responsible for the human resources in Netia. Her last position was Organisation Development and Communication Director in Netia and CEO in Petrotel (local telecommunication operator within Netia Group)

Before her role with Netia, Agnieszka was the HR Director in several international corporations (Coca-Cola, Sanofi-Synthelabo, now Sanofi Aventis) and Polish stock exchange quoted companies (Agora, Opoczno). Her professional career began in Amplico Life – AIG, and then a Polish training company, Kalkstein Training Centre.

Among her professional experiences the key roles consisted of:

  • Leading organisations through substantial changes,
  • Building organisational culture concentrated on the client,
  • Transforming organisations,
  • Implementing strategic HR and organisation development.

Some of the major projects Agnieszka has led are:

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  • Integration programmes attributable to buying of companies: “T2N” project (merging of Tele2 and Netia), “CDN” project (integrating 3 big companies: Crowley, Dialog, Netia), and about 50 small Internet companies. The project’s framework included issues such as personnel review, employment reduction, building new organisational structures, integrating the HR processes, standardising the HR policies, building a new, shared organisational culture, and introducing new values to the organisation. Of course, in all of the above, expense synergy was important. 
  • The “Profit” Programme – the incentive of this project was the expense optimisation and improvement of organisation effectiveness. The programme encompassed over 100 various initiatives, which allowed over 100 million PLN in savings per annum. A substantial amount of them were strictly related to HR aspects.
  • The “Klientomania” Programme – the incentive of this project was building an organisational culture oriented towards the client and the steady improvement of processes, products, plus internal and external customer service. Concentrating on the client not only became an essential part on the organisation’s DNA but also resulted in measurable profit.
  • The “4Sails” programme – the incentive of this project was the improvement of sales force effectiveness. The program addressed a vast spectrum of themes, including the “go to market” strategy, communication with the clients, information systems, product issues, and human aspects connected to competence, bonus and provision systems and the dealers’ work standards.
  • The “N-power” project – the incentive of this project was the improvement of the speed and quality of the organisation by limiting the bureaucracy, extending the decision-making eligibility and cascading those rights to the lower tiers of management in the organisation.
  • The organisation restructuring project where the objectives were two independent Business Units and creating a central structure and shared services. The key role was also played by the HR aspects, such as the personnel review, creating new structures, the employment reduction, reviewing the HR processes and policies and introducing the new decision-making model.
  • The “Continuous Improvement” project – the incentive of this project was standardising the practices and improving the productivity of several factories, which earlier belonged to different owners, and had different management styles. During the development of the project the most important things were creating new job descriptions, building career and development paths for the employees, implementing a culture oriented on the steady development of competence, invigorating the initiative and engagement of the employees, modifying the assessment systems, the training and certification policy and introducing new bonus systems.
  • Organisation restructuring project in Slovenia. The objective was to prepare a project for changes and training the local managers, preparing them for implementing the changes effectively, coaching and mentoring them in the process of changes. The local HR was excluded from the project.
  • Mentoring the higher management through the process of building a strategy for an organisation, creating the mission, the vision and the values of the organisation – in several organisations.
  • Creating and implementing HR strategies assisting the organisation’s strategy – in several organisations. Introducing modern HR practices in the range of recruitment, training and development, salaries and benefits, developing competence, assessment systems, developing talents, succession plans etc. Those practices assisted the change of the organisational culture.