Rethinking Inclusion

How Leaders and Organisations Can Design Inclusive Operating Models for Performance, Innovation, and Equity

Neurodivergent individuals, those with autism, ADHD, dyslexia and more, make up over 20% of our society. They’re often deep thinkers, lateral problem-solvers, and highly creative contributors.

If you look at who’s who among the most innovative or creative people or examine the great minds responsible for the most significant discoveries of the past couple of centuries, a large number of them exhibit traits that go beyond what we consider to be “typical” or “neurotypical”. That’s what makes them see beyond what is possible, or as Steve Jobs said it… They are the crazy ones who dream the impossible.

“Here’s to the crazy ones.

The misfits, the rebels, the troublemakers, the round pegs in the square holes. The ones who see things differently. They’re not fond of rules. And they have no respect for the status quo.

You can quote them, disagree with them, glorify or vilify them. About the only thing you can’t do is ignore them, because they change things.

They push the human race forward. And while some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world, are the ones who do.”

– Steve Jobs

But here’s the problem: most organisations weren’t built with them in mind.

Why neuroinclusion needs to be part of your strategy

Most organisations today talk about diversity. But few are truly inclusive, especially when it comes to neurodivergent individuals.

Whether it’s recruitment processes built for extroverts, open-plan offices that overwhelm the senses, or rigid performance systems that reward conformity over contribution, the traditional workplaces were not designed with neurodiversity in mind.

In our latest episode of Transformation 2.0®, we chat with Laetitia Andrac, CEO and co-founder of Understanding Zoe, to explore how organisations can move beyond performative DEI and redesign their systems to work for all types of brains, neurodiverse and neurotypical, or as we would refer to as “Neuroinclusive”.

Because when you make work accessible for neurodivergent talent, you don’t just drive equity. You unlock performance, creativity, and retention.

What’s broken in traditional operating models?

Too often, organisational systems are built around a narrow definition of the “ideal employee” – sociable, fast-thinking, emotionally neutral.

But this leaves many people excluded. Leticia shares how hiring practices, office layouts, and performance reviews often create invisible barriers for neurodivergent individuals, from professionals on the autism spectrum to those with ADHD or dyslexia.

Key challenges include:

• Interview processes that favour rapid-fire answers over thoughtful preparation
• Expectations of eye contact or social ease as a proxy for credibility
• Workspaces that trigger sensory overload
• Performance feedback based on neurotypical behaviours, not impact

“We build for the neurotypical norm and call it standard. But that standard is excluding 20% of the population.” – Laetitia Andrac

What inclusive organisations do differently

Forward-thinking leaders are shifting from compliance-based DEI to equity-centred design, and here is what they are doing:

1. Redesign from first principles
   They don’t just tweak policies. They involve neurodivergent voices from the start to co-create systems that work for more people.
2. Think universal design
   Accommodations that help neurodivergent employees, like flexible schedules or reduced sensory inputs, often benefit everyone.
3. Personalise support
   They leverage tools (like the Understanding Zoé platform) to understand individual needs and create tailored supports, rather than one-size-fits-all policies.
4. Move from performance-led to people-led
   Instead of rigid KPIs and reviews, they focus on contribution, psychological safety, and collective impact.
5. Create enabling environments
   From quiet rooms to asynchronous communication, they redesign the daily work experience to reduce friction and boost focus.

Why it matters now

Neurodivergent individuals bring deep focus, creativity, and pattern recognition, the very capabilities needed to navigate complexity. With neurodiversity now estimated to comprise 20% of the population, exclusion is not only unjust but also ineffective. It’s a strategic liability.

In fact, research shows that neurodiverse teams are 30% more productive, and companies that prioritise neuroinclusion see 19% higher revenue. However, only if the environment is set up to allow people to thrive.

With technology as a bridge, not a barrier.

Conclusion

The future of work isn’t just digital.

It’s human.

And if we want to build truly transformative organisations, we need to move beyond surface-level diversity metrics and redesign from the inside out.

🎧 Listen to this episode of Transformation 2.0® with Laetitia Andrac to learn how to lead with empathy, design for difference, and unlock the power of neurodivergent talent.