The business case for neuroinclusion

Blog posts

2 Jul 2025

Claudia Plowden Roberts, Research Fellow 
Joseph Cook, Research Fellow

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In this instalment of our blog series on neurodiversity and work, we build on our previous discussion about how action, rather than words, is essential to enhancing neuroinclusion in workplaces. With 1 in 7 individuals being neurodivergent, nearly all workplaces will be neurodiverse, comprising a mix of both neurodivergent and neurotypical employees. Neuroinclusion is not merely a ‘nice to have’, but vital for businesses to flourish and imperative in the provision of ‘good work’.

Whilst the conversation around neurodiversity is shifting from a deficit or medical model, which focuses on what individuals struggle with, many are now looking at the strengths that neurodivergent individuals possess and the business advantages that these provide. The Neurodiversity in Business and Work report, compiled by Birkbeck, highlights neurodivergent strengths, including skills such as strong personal values, crisis management, energy and enthusiasm, systems thinking, and pattern recognition can be an asset in the workplace.

There is also growing recognition that ADHD traits might be particularly suited to entrepreneurial ventures and self-employment, and that dyslexic individuals have strengths in communication and pattern recognition. A focus on talent, not diagnosis, provides organisational advantages that make good business sense, including specialised skills, which are highly valuable within organisations, allowing them to be more productive, competitive, and successful within their industry. Examples include Siemens and JP Morgan, where productivity levels went up by around 50% when neurodivergent employees were included and supported at work.

Further examples of the potential business benefits of improved neuroinclusion include:

• Better teamwork. A neurodiverse team can foster understanding and empathy and promote a culture of acceptance and inclusion that benefits all team members, facilitating cohesive collaboration. CIPD neurodiversity guidance highlights how organisations that are inclusive of neurodivergent individuals report more cohesive and strong teams, where members' skills and talents are celebrated, and individuals feel they can engage and contribute their ideas.
• Diversity of thought. Bringing together people with different experiences, backgrounds, and perspectives can provide businesses with valuable creativity and innovation. Having a workforce built on different ways of thinking brings fresh perspectives and ideas to decision making, solving problems and strategic discussions.
• Inclusive organisational culture. Implementing a neurodiversity policy, which highlights the support available and processes in place that enable neurodivergent employees to thrive, can help set the tone within the organisation that neurodiversity is something that is openly discussed and not something that should be viewed as a deficit. However, practice must reflect this policy in reality, where meaningful change occurs and responsibility for these changes is not solely on individuals. Better understanding and awareness from managers and employees alike can lead to job satisfaction and could help to improve the retention of staff.
• Problem solving. In guidance developed by UCL for ND students, they highlight that many neurodivergent conditions identify problem-solving as a particular strength. Being able to approach problems from a different angle can help identify solutions that may have been otherwise overlooked. GCHQ hires four times as many dyslexic individuals to their apprentice scheme compared to other organisations, recognising the strengths they bring in “see[ing] through the noise to see the facts, they are really good at simplifying.”
• Focus. Another strength for many neurodivergent individuals, such as those with ADHD, is their ability to hyperfocus on particular tasks. Special interests among autistic individuals can also provide high focus and high levels of knowledge or expertise in specific subject areas. Employers need to note, however, that challenges in switching between or paying attention to non-preferred tasks are also common.

Whilst it is important to highlight these business advantages, it is equally important to note that the often accompanying narrative of neurodiversity being a ‘superpower’ is a problematic perspective which can lead to tokenism and stereotyping. We are not arguing that neurodivergent employees are a solution to business problems; rather, we aim to emphasise how increased diversity and inclusion can yield dual benefits for both neurodivergent employees and their employers.

Similarly, neurodivergent people must not be considered as a collective whole - they are individuals with individual preferences, strengths and considerations, and a wide range of cognitive profiles, from ADHD to dyslexia and dyspraxia. Whilst there may be adjustments that are beneficial to all (including neurotypical employees), one-size-fits-all approaches are unlikely to work for all neurodivergent employees; rather, adjustments need to be personalised and tailored to individuals.

Strategies for effective inclusion

Whilst there is a clear business case for neuroinclusion, what does successful implementation look like in reality?

• SAP, a software solutions company, gives voice to employee stories, with changes made to the physical environment, including a sensory relaxation room in one of their open office settings.
• Auticon, an IT solutions company take this further, centring neurodiversity in their business model with 81% of its employees worldwide identifying as neurodivergent. Their strategy includes providing online resources detailing different neurodivergence and marketing difference as a business advantage that can help “evaluate and solve technical issues for clients”, offering neuroinclusion advice and guidance to other organisations, informed from their own lived expertise.

These examples of successful inclusion in larger organisations should be celebrated, but a pragmatic approach must be taken for smaller employers without access to these resources. Provisions that can enable neurodiverse employees to thrive at work benefit all staff and are often low-cost. Access to Work provides funding for workplace adaptations and support, although it has been well-documented that many employers do not have knowledge to these type of external support services. These knowledge gaps have also been documented in IES research in other areas, including research into Working with Cancer, where just over half of HR managers surveyed knew about the service, highlighting a need for informing and training managers.

Looking to the future

As CIPD conclude, “building a more neuroinclusive landscape that is ultimately good for everybody” should be the approach taken, rather than “finding out who is who”. In other words, taking these small steps can generate beneficial results for all staff, as well as having a positive impact on business performance. Embracing neurodiversity is not just the right thing to do, it also offers a competitive edge. The road to effective inclusion is daunting to many, however, it can be made achievable through pragmatic and low-cost adjustments, supported by existing frameworks and resources already available such as the Access to Work service. Incremental, well-informed actions can produce significant, positive returns for both employers and employees. The greater risk lies not in making imperfect changes, but in maintaining the status quo of inaction.

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Any views expressed are those of the author and not necessarily those of the Institute as a whole.