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Unlocking competitive advantage: The business case for neuroinclusive workplaces

By Jenny Turner, Director of Human Fabric

Jenny Turner

Jenny Turner, MBA, Director of Human Fabric.

By 2025, we all know that the dynamic business context requires us to continually seek ways to enhance innovation, boost productivity, attract top talent, and foster high-performing teams. Increasingly, research is showing that one of the underutilised drivers of business success is harnessing neurodiversity – in particular, the strengths of individuals with ADHD, autism, dyslexia, and other cognitive differences (Austin & Pisano, 2017; Deloitte, 2022).

The neurodiversity paradigm is the idea that there is a natural variation in brain wiring across the human population and that different is not less. At 15-20% of the population (Doyle, 2020), neurodivergent people likely already make up more of your workforce than you may realise. Neurodivergent individuals bring exceptional abilities in areas like creative problem-solving, hyperfocus, pattern recognition, and lateral thinking, which are directly aligned with the skills most in demand for the future of work (World Economic Forum, 2025). The challenge is that the environment, culture, and ways of working in your organisation may not be aligned with what they need to thrive and reach their full potential at work. This article explores this important and emerging topic for business leaders to get across.

Harnessing neurodiversity benefits business

Companies that embrace neuroinclusive practices are experiencing measurable benefits, not just for their neurodivergent employees, but for the organisation, too (Austin & Pisano, 2017). Reports show:

  • Higher innovation – Diverse teams generate more original ideas and challenge conventional thinking.
  • Increased productivity – Hewlett Packard reported a 30% boost in productivity in teams integrating neurodivergent talent.
  • Improved employee engagement & retention – PwC and ANZ Bank have reported higher job satisfaction and reduced turnover from neurodiversity initiatives.
  • Stronger leadership & management skills – Those who learn to lead people with different cognitive styles become more inclusive leaders and effective communicators, improving overall team performance.
  • Access to untapped talent – With skills shortages in tech, finance, and professional services, businesses tapping into neurodivergent talent gain a competitive hiring advantage.

Despite this, many neurodivergent professionals face barriers to recruitment, career progression, and workplace inclusion due to outdated processes and environments that fail to accommodate different ways of thinking and working. The opportunity for organisations is clear: those proactively fostering neuroinclusion will future-proof their workforce, drive higher performance, and strengthen their employer brand.

Neurodivergent thinkers often bring unique strengths

Neurodivergent individuals often possess specialised cognitive strengths that are valuable across many industries (EY, 2018; Doyle, 2020; CIPD, 2024).

Creative problem-solving and innovative thinking are often traits of individuals with ADHD and dyslexia, who excel in big-picture thinking, ideation, and fast-paced, high-energy problem-solving. Autistic professionals frequently outperform their peers in analytical reasoning, pattern recognition, and detail accuracy—skills critical for finance, cybersecurity, and technology.

Many neurodivergent individuals possess a strong ability to sustain attention and work deeply on complex problems, leading to high-quality output in research, coding, engineering, and process-driven roles. Additionally, dyslexic professionals often have superior narrative-building abilities, making them assets in branding, marketing, and leadership.

These strengths don’t just benefit individuals—they drive business outcomes. When neurodivergent talent is supported, organisations gain a problem-solving edge, cultivate a culture of innovation, and improve team performance (Deloitte, 2022).

Breaking down barriers to performance

Despite these advantages, many neurodivergent employees struggle to enter, thrive, and progress in traditional workplaces (McDowall, Doyle, & Srinivasan, 2024). Barriers include:

  • Unconscious bias in hiring – Standard recruitment processes favour social fluency and quick verbal responses, disadvantaging neurodivergent candidates who process information differently.
  • Rigid performance metrics – Many roles require uniform strengths across multiple competencies, failing to accommodate ‘spiky profiles’ where employees excel in some areas but need support in others.
  • Workplace environments not designed for cognitive diversity – Open-plan offices and sensory-unfriendly spaces reduce productivity for neurodivergent employees.
  • Inflexible working structures and unclear communication styles – Rigid work structures and non-transparent communication can hinder the performance of neurodivergent individuals.
  • Lack of psychological safety – A 2024 UK study found that 70% of neurodivergent employees do not disclose their diagnosis at work, often due to fear of stigma, limiting their ability to access support (CIPD, 2024).

Addressing these challenges is not just an ethical imperative—it is a business opportunity. Organisations that prioritise neuroinclusive hiring, leadership development, and workplace design are seeing measurable benefits in innovation, productivity, and retention (Austin & Pisano, 2017).

How businesses can drive neuroinclusion

Companies leading in neuroinclusion—such as Microsoft, SAP, Deloitte, JPMorgan Chase, and IBM—have demonstrated that simple, strategic actions create high-impact results. Key steps include:

  1. Get HR and execs on board – Make sure that they understand the why behind neurodiversity at work and visibly support diversity of thought
  2. Foster psychological safety – Embrace and celebrate differences, educate staff on neurodiversity
  3. Commit to inclusive leadership – Train managers in strengths-based, adaptive leadership to support diverse cognitive styles.
  4. Provide peer support – Develop networked support such as employee resource groups (ERGs) and mentoring.
  5. Offer accommodations – Offer flexible work and assistive technologies, and get in the habit of asking all staff what they need to thrive at work.
  6. Adapt ways of working – Foster clear, emotionally intelligent communication practices and tailor ways of working in teams to meet individual member needs and preferences.
  7. Modify workplace environments – Provide spaces for a range of work types, including low-sensory spaces, to enhance performance.
  8. Revamp hiring processes – Replace socially biased interviews with skills-based assessments to reduce hiring bias.
  9. Measure & improve – Track engagement, workplace adjustments, and employee feedback to continuously refine neuroinclusive policies.

The future of neurodiversity in New Zealand workplaces

While the UK, US, Canada, and Australia have taken the lead, New Zealand is starting to embrace neurodiversity as a strategic business advantage. A 2024 Diversity Works New Zealand survey found that 40% of DEI leaders now identify neurodiversity as a key priority. Large employers are establishing neurodiversity employee groups, running awareness training, making policies more neuroinclusive, and exploring the next steps.

As AI and automation reshape industries, the ability to think differently will only become more valuable. Organisations that proactively cultivate neurodivergent talent will be better equipped for the future of work—more resilient, more innovative, and ultimately, more successful.

The question is: Is your organisation ready to unlock the full potential of minds of all kinds?

Jenny Turner is the founder and lead consultant at Human Fabric, specialising in neurodiversity and organisational development. With over 20 years of experience in professional services, including a senior leadership role at Beca, she has led significant business improvement projects and change initiatives across the Asia-Pacific region. Jenny holds an MBA and certifications in Agile methodologies, project management, and change leadership. As a leadership and neurodiversity coach, she leverages her personal experience with ADHD to help individuals and organisations unlock their potential and foster inclusive, high-performing environments.

 

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Unlocking competitive advantage: The business case for neuroinclusive workplaces