Our Strong Corporate Culture affects everything we do at Gislen Software. It ensures we deliver high-quality software development services tailored to our clients’ needs. We specialise in creating high-quality, scalable e-commerce solutions and have earned clients’ trust across the UK and Sweden. While focusing on development, we collaborate with trusted design partners to provide comprehensive solutions when required.
Last week, an international auditing firm audited us for integrity risks related to money laundering, anti-corruption, and anti-bribery on behalf of a Swedish client. It was a rigorous process, and while we were confident that we were doing our best to ensure compliance, we recognised that there was always more to learn.
The auditors’ feedback was positive and affirming—they noted that we had built a strong, ethical culture permeating our entire organisation beyond meeting compliance requirements. Obviously, there are still many areas where we can improve, such as strengthening our policies and procedures, but that is always the case; we saw it as a learning experience.
This experience highlighted what we have long held true at Gislen Software: it’s never just about following rules or checking boxes but about embodying values in every aspect of our work. This commitment to excellence, continuous improvement, and integrity goes beyond audits; ultimately, deeper values shape our approach to clients, projects, and each other. Culture matters!
One of the key lessons of this article is that we need to learn and improve constantly. This perspective is critical for genuine growth.
Introduction
We often use words to frame our behaviour in a way that does not necessarily make it easy to excel.
We often say things like; I am trying to be a better person, spouse, child, student, or employee!
Compare with the following: if we instead said: I am learning to be a better person, spouse, child, student, or employee.
“Learning to” makes viewing mistakes as mere bumps along the road or learning opportunities much easier than fatal incidents. When we say we are “trying to be”, we easily frame mistakes as fatal failures, discouraging us from trying again.
Learning to be means accepting mistakes rather than failures as bumps along the road. On the other hand, mistakes can feel like total failures when we’re only “trying to” be better. “Trying to be” is like one of those New Year resolutions that doesn’t even survive January.
This way of thinking has defined our path and helped create a culture where we constantly strive to improve. At Gislen Software, one of our values is “we are ready to serve, we walk the extra mile, and we add the finishing touches!“ This approach is deeply rooted in our belief in being a learning organisation, and it has shaped our success and our clients’ trust in us.
When we say we are “trying” to improve, we think a shift in effort alone will carry us to the next level. But I believe that real, lasting change comes from “learning” to be something more than we are today—not merely trying. This approach has been instrumental in our journey, transforming our service culture, client relationships, and team dynamics.
The notion of “learning to be” versus “trying to be” invites a mindset shift: instead of performing the motions, it’s about embodying the qualities we seek to cultivate. It’s a commitment to understanding the why behind every effort and honing our craft through practice, patience, and a willingness to grow from the inside out. Of course, it doesn’t hurt that if we believe we can learn to improve, it is also easier to change for the better.
Good is the enemy of Great
The French proverb “l’ennemi du bien est le bien”, often translated as “the enemy of the good is good itself”, or Jonathan Ive‘s at Apple put it “Good is the enemy of Great” captures a truth that resonates deeply with our culture at Gislen Software. It speaks to the danger of complacency, of settling for what seems “good enough” rather than pursuing excellence.
At Gislen Software, we aim not to let “good enough” be our standard. Instead, we train ourselves and our teams to reach beyond, to add the finishing touches that elevate our work. Rather than simply trying, the training process enables our employees to internalise this ethos, pushing them to anticipate needs, go the extra mile, and infuse excellence into every project. This approach serves our clients and fosters an internal culture where growth is a continuous, valued process.
Building a Culture of Learning and Improvement
To build a strong organisational culture, you should start by building a workplace culture of learning and improvement. Our commitment to learning has shaped how we serve our clients. Rather than merely meeting the requirements, we strive to understand the core needs behind each request. We are “always ready to serve,” not because it’s a line in a mission statement but because we have ingrained this mindset through continuous training.
We want to go beyond expectations, often “walking that extra mile” to ensure that every deliverable is polished, thoughtful, and crafted to be more than just “good enough”. We want to develop our skills and deepen our understanding of clients’ unique goals to exceed their expectations. We have created a foundation enabling our employees to consistently deliver exceptional results by fostering a team culture that values and rewards excellence.
Whether it’s a complex software integration or an e-commerce platform, every project we undertake is a chance to apply this approach. Clients trust us to tackle their most challenging projects and rely on us to deliver outcomes reflecting our quality commitment. We don’t settle for simply functional solutions; we aim for outcomes that make a meaningful difference. That is what makes up a good company culture!
How to run a Half-Marathon
Talking about walking the extra mile, or rather running it…
I still remember when I first hit the road back in 2008. My goal wasn’t to conquer marathons but to shed some weight and improve my health. I didn’t set ambitious targets. Instead, I focused on a modest goal: running 1 km without stopping. It seemed manageable, something I could achieve without feeling overwhelmed. That small success reinforced that I could set realistic targets and meet them, creating a steady rhythm of accomplishment.
Over time, I gradually extended my distance. Each time I reached a new milestone, I felt physically and mentally stronger. A year later, something changed—I saw an advertisement for the Chennai Marathon, and the idea of completing a half marathon (21 km) sparked something in me. While a year before this moment, it would have seemed impossible, but at this stage, I felt that I could do it with patience and the right mindset. I set my sights on training for that half marathon.
This experience taught me the power of breaking big goals into manageable chunks. Running 21 km could be intimidating, but I hacked my brain into seeing it differently. I’d focus on reaching the next kilometre or, when race day came, simply running to the next liquid station. It became about making the impossible possible by dividing the journey into small, achievable steps. Each liquid station felt like a mini-finish line, keeping my momentum and mind focused.
Setting small goals has taught me that the path to significant achievements lies in small, consistent wins. If I’d set unrealistic targets from the start, I’d have faced a cycle of disappointment. Instead, setting goals I could reasonably meet trained me to keep moving forward, teaching me to win each small battle. Even now, I rely on this approach in my runs and life—breaking down challenges, celebrating small wins, and letting each small victory build confidence for the journey ahead.
Completing that first half marathon was the culmination of months of small, steady steps toward self-belief. I made the impossible achievable by focusing on the relatively short distance to the next liquid station rather than running 21.1 Km.
This approach reminds me daily that, with the right mindset, any goal is within reach, one step at a time. From that modest beginning, over the past 16 years, I have run more than 30 half marathons.
As in running, creating company cultures requires setting realistic milestones and a steady rhythm of progress, reinforcing our approach to project milestones at Gislen Software. If you want a high-performance culture, you need to build it step by step, and it is not built in one day. It is a long-term investment, but it is worth it!
Impact on Our Clients and Team
Our commitment to building a strong corporate culture has built long-standing client relationships and a solid foundation of trust in our team’s expertise. Clients value the care we put into every detail, from adding thoughtful features to delivering a final polish that elevates each project from “good” to “outstanding.” This focus on quality has translated into measurable outcomes—higher client satisfaction, repeat engagements, and projects that consistently exceed expectations.
Note that it is not only about excellence. By fostering a supportive environment where every team member feels valued, we create a sense of belonging that drives collective growth and a commitment to go further. Our team members also thrive within this business culture. With high standards that are both supported and celebrated, our workplace encourages continuous personal and professional growth.
Our employees feel motivated to innovate, sharpen their skills, and aim higher, becoming the best version of themselves in every aspect. In addition, we have very low attrition rate! At Gislen Software, our people aren’t merely fulfilling roles; they’re cultivating expertise and growing into leaders who set new benchmarks for outstanding achievement, inspired to bring out the best in themselves and each other.
Conclusion – Building a Strong Corporate Culture
At Gislen Software, our approach to building a Business Culture is that we have chosen a path of continuous growth, aspiring to learn to improve with each step rather than settling for ‘good enough’ Embracing continuous improvement brings humility, reminding us that success doesn’t always come immediately but that each setback is a step forward.
Through this dedication to improving day by day, we’ve created an environment where going the extra mile and adding those final touches are not just ideals but standards. This philosophy has defined our success, strengthened our client relationships, and cultivated a workplace where daily authentic, meaningful growth happens.
We look forward to partnering with others who want to learn to become better day by day—clients, collaborators, and team members alike. Together, let’s turn ambitious goals into achievable realities, making each step progress and each project an example of excellence. Greatness awaits us on this shared journey, one purposeful step at a time.
Contact us to talk more about it, or let us jointly Build a Strong Corporate Culture!