Blog / Workplace Culture - The Most Valuable Asset You Can't See
Workplace Culture - The Most Valuable Asset You Can't See
Why can't we value culture when it has such an impact on performance?
Andy Hamilton
27 February 2026
I caught up with Paul Adams in Amsterdam recently to chat about intangible assets.
Paul is MD (global partner) and business growth specialist at Anderson Consulting. He helps organisations to value intangible assets such as IP, brand, human capital, organisational know-how, and software.
Paul is MD (global partner) and business growth specialist at Anderson Consulting. He helps organisations to value intangible assets such as IP, brand, human capital, organisational know-how, and software.
Paul explained that more than 90% of the value of every S&P500 company is based on intangibles. For tech and AI companies it’s in the high 90’s.
That’s pretty crazy when you consider the implications of the total value of intangibles across global markets.
That’s pretty crazy when you consider the implications of the total value of intangibles across global markets.
In some quarters, workplace culture comprises between 50-90% of market value alongside IP and reputation.
I wanted to know more about workplace culture and how this fits into the intangible asset paradigm. Paul confirmed culture is notoriously difficult to value. But reading around the topic I see that measures can include revenue per employee, voluntary turnover rates and engagement surveys.
I wanted to know more about workplace culture and how this fits into the intangible asset paradigm. Paul confirmed culture is notoriously difficult to value. But reading around the topic I see that measures can include revenue per employee, voluntary turnover rates and engagement surveys.
The most effective org psychs understand that culture is not an independent variable. Culture is a product of the systems and structures that shape everyday behaviours. If decision rights are unclear, accountability is weak, workloads are unreasonable, or leaders discourage challenge and debate, the resulting culture reflects those realities.
Key Takeaway
When leaders can't see predictive signals, they run the risk of workplace culture degrading - talent leaves, burnout increases, innovation drops and risk increases.
Given the impact on overall value, its essential that leaders create and maintain a positive workplace culture. Teams need to be aligned on shared values, supported, motivated and encouraged so they can outperform and execute to strategy.
Alongside this leaders need tools that help them to identify negative cultural signals early. Many organisations rely on surveys to tell them what's going on - but surveys can't tell them why.
At Helder we are developing diagnostic tools tohelp leaders and practitioners see what’s really going on under the surface. So they can design interventions early and unlock the full potential of the intangible asset that is workplace culture.
If you're interested to know more about what we are working on and how we could help your business to measure culture and monitor emerging risls, get in touch for a confidential conversation.