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At the start of this century, a now-leading technology provider, Microsoft, was struggling in an increasingly competitive marketplace. Plagued by infighting, bureaucracy and other organizational challenges, the company failed to innovate and product development faltered. When new management took the helm several years later, they identified transforming Microsoft’s culture as a high priority. Currently considered one of the most valuable companies in its industry, management’s focus on culture proved crucial to the company’s eventual turnaround and subsequent growth.

As a concept, company culture is intangible and may be underappreciated by investors. It refers to the collective values, perspectives and practices that form the identity of a business.1 Traditional valuation methods cannot captured it, and it may not bear much relation to official mission statements.2 In today’s world, investors may be drawn to businesses where technology adoption drives productivity, but they may not recognize how a strong culture and a motivated, unified employee base can enable productivity that fosters improved profits and dividend growth.

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