If you ask me what matters most in 2025, the answer is simple—Company Culture. It's something many talk about, but few truly understand until they roll up their sleeves and get into the work of building one.
For me, the importance of Company Culture crystallised about five years ago when I read The Road Less Stupid by Keith Cunningham. That book, and the reflection it inspired, was a turning point. I followed it up with Above the Line by Michael Henderson—a book I now consider the bible on Company Culture. Even better, Henderson is based in New Zealand, making his insights especially relatable to those of us here in the region.
Since then, I’ve been on a very real and very rewarding journey to make databasics a culture-first company. Here’s what I’ve learned—and why I believe company culture matters more than ever in 2025.
1. Culture Starts at the Top
The biggest myth I’ve come across is the idea that you can delegate cultural change. You can’t. It doesn't come from a consultant. It doesn’t come from HR. And it certainly doesn’t come from middle management.
Culture change has to come from the very top.
If you're the business owner or CEO, it’s on you. If you’re not in the building, not embedded in the daily life of your team, you can’t lead the culture. That’s why many large corporates will never truly change culture—they’re led by executives who come and go. Employees know that. They won’t follow someone who isn’t going to be around.
Small and medium businesses like databasics, where the owner is present and engaged, are uniquely positioned to build outstanding cultures. And it shows.
2. The Role of Responsibility
I proudly use the title business owner—not CEO, not founder—because it reflects something important: I am ultimately responsible. Not just for performance or profit, but first and foremost for the wellbeing of my team.
The culture we’ve built at databasics reflects this. It's not perfect, but it's real. It’s made up of people who feel supported and engaged. It works because I lead it—and I stay accountable to it.
3. Above and Below the Line
Michael Henderson’s framework helped me articulate what we were aiming for. (Here’s a quick refresher for those unfamiliar.)
Below the Line Behaviours
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Blame
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Excuses
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Denial
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Defensiveness
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Justification
Above the Line Behaviours
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Responsibility
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Accountability
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Ownership
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Openness
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Curiosity
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Learning
At databasics, we didn’t aim for a perfectionist culture. We didn’t make culture the only thing. We still had a business to run and customers to serve. But we committed to being above the line, consistently. And that’s made all the difference.
4. Don’t Expect Applause
One thing I’ve noticed is that new hires—especially younger people—often arrive expecting an above-the-line culture. To them, this isn’t revolutionary. It’s what they experienced at school or at home. So don’t expect them to throw a party when they find it in your business.
The real benefit comes over time. Consistency. Trust. Quiet confidence. These are the markers of a culture that works.
5. It’s a Long Game
A close friend of mine—hi Lou!—once said:
"Building a company culture is like taking a Chihuahua for a walk. You have to go at its pace."
That stuck with me. Culture won’t move faster just because you want it to. You have to walk alongside it, step by step. Big corporates struggle with this—they want to set the pace and force change. But culture doesn’t work that way. It grows on its own terms.
For databasics, it took two years to see meaningful change. And then another two years to make it stick.
6. The Results Speak for Themselves
What do we have to show for it?
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Team meetings that are a joy to attend
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Inclusion and responsiveness—across everything, even the boring admin tasks
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Growth initiatives that work—because the team genuinely cares
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A strong foundation that allows us to scale sustainably
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Customer and partner compliments—unprompted, heartfelt feedback
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The confidence to finally take some holidays (!), knowing the business will be fine
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Better sleep
And the kicker? I now instantly spot below-the-line culture. It’s jarring. You feel it. I’ve had recent experiences with both types of companies—one filled with genuine enthusiasm and shared purpose, the other steeped in blame and fear. Guess which one I want to work with?
Final Word
So to all my friends, colleagues, and fellow business owners: if you're wondering what really matters in 2025—it’s not the newest software, or the flashiest rebrand, or the next big trend.
It’s culture.
It’s the quiet, often invisible, always powerful force that drives everything else.
And it’s 100% worth the work.
