The neurodiversity advantage: How neuroinclusion can unleash innovation and create competitive edge
Neurodiversity may be one of the most underutilized assets in developing breakthrough ideas and business strategies. Here’s how organizations can unleash innovation by fostering neuroinclusion on their teams.
Deborah Golden
Brenna Sniderman
Natasha Buckley
Jonathan Holdowsky
Imagine a world where every mind thinks alike, follows the same paths, and solves problems in the same way. It might sound like a utopia of harmony, but in reality, it would likely be a dystopia of stagnation and echo chambers. True innovation is typically realized when challenges are approached through a rich tapestry of diverse minds and discordant thought.
In today’s rapidly evolving technological landscape—characterized by the exponential growth of technologies like artificial intelligence and quantum computing—the ability to innovate and solve complex problems is no longer just a competitive edge: It can be a necessity for survival. The demand for creative and unconventional thinking has never been more evident, and neurodiversity—the recognition of varied neurological conditions and ways of processing the world—may be one of an organization’s most underutilized assets.1
Along with our coauthor Deborah Golden, Deloitte's chief innovation officer, our Center for Integrated Research colleagues conducted in-depth interviews with a number of subject matter specialists who have deep and first-hand experience working in neurodiverse teams, leading innovation programs, and spearheading neuroinclusion in their organizations. This research continues our ongoing series exploring the untapped opportunities that neurodiversity offers business organizations today.
Our research revealed five key problem-solving and organizational resilience drivers that neurodiverse thinkers contribute to organizational innovation efforts, as well as strategies that leaders can implement to foster the innovation potential of neurodiverse individuals and neuroinclusive teams.
How neurodiversity can help drive innovation and strategic impact
“I think that a lot of innovation that’s already happened has been driven by neurodiverse people and we just don’t realize it.”
—Vice president of a global financial institution
Estimates suggest that neurodiverse individuals represent a significant portion of the population, with figures ranging from 15% to 20%, with neurodiverse professionals making up an estimated 17% of the workforce.4 However, despite this substantial presence, neurodiverse professionals likely remain underrepresented in the workforce, potentially attributed to both a lack of self-awareness and self-identification challenges. Many executives we spoke with noted that neurodiversity in the workplace may be far more pervasive than we realize, because many employees may not feel comfortable disclosing their neurodivergence due to stigma or fear of negative consequences. In addition, many neurodivergent individuals may not recognize their neurodiversity due to social misconceptions and limited access to diagnostic resources. Consequently, individuals might not seek the accommodations or opportunities that would help them fully leverage their unique strengths.
This issue also extends to senior leaders and executives who might choose not to disclose their neurodivergence to avoid potential biases or negative perceptions. Their silence can perpetuate the notion that neurodivergence is incompatible with professional success, further contributing to underrepresentation and restricted career progression. “A lot of times what happens with neurodiverse individuals is that they don’t really want to be open about it at work until they’ve reached a certain level of success where they feel like it’s not necessarily going to hold them back,” says one executive we interviewed.5 Junior-level neurodivergent professionals may be even less likely to have the confidence to step in, share, or advocate for certain innovative ideas, meaning that many ideas and opportunities are potentially being left on the table.
Addressing these issues likely requires a proactive approach from both individuals and organizations. Increasing awareness and understanding of neurodiversity, including the different thinking and learning styles of neurodiverse professionals, as well as fostering an inclusive workplace culture, are crucial steps towards ensuring that neurodiverse professionals are not only recognized but celebrated for their contributions. By breaking down these barriers, organizations can drive toward establishing a more innovative workforce, fueled by the boundless creativity and problem-solving prowess of true diversity. Embracing neurodiversity isn’t merely a nod to inclusivity; it’s a shift towards unleashing the full potential of human ingenuity and it should be considered a collective responsibility to help champion these talents that may be hidden.
Innovation driver 1: Diverse cognitive approaches
Perceiving and processing the world differently is an important factor in fostering innovation, and research has shown that cognitive diversity can be a critical driver of new ideas.6 Cognitive diversity can also enable faster problem solving. For example, one study in the United Kingdom found that cognitively diverse teams of executives solved simulated problem sets up to three times faster than homogenous teams. These findings contrasted with results from the same study that found no meaningful difference in performance between teams of executives that differed based on age or gender, further highlighting the unique benefits that neurodiverse teams can deliver.7
Inclusion in general shows demonstrable benefits for innovation—if it’s done well. Research shows that inclusive organizations are 75% more likely to see ideas become productized, 87% more likely to say they make better decisions, and likelier to recognize higher revenues derived from innovation.8
A vice president of diversity at a large financial services company we interviewed drew the connection to neuroinclusion, saying, “And then of course, there’s the bottom line. If we can be faster, smarter, more innovative, get things done quicker, have fewer errors, all of those things that are highly attributed to those that are neurodiverse ... if we can use that to our advantage and have better products in the end, and have faster sprints to our deadlines, we come out ahead in a lot of different ways.”9
Thinking styles and learning modalities and their connection to innovation
Individuals often possess a blend of thinking styles and learning modalities, enhancing their ability to contribute to innovation in multifaceted ways. The tables below represent a set of commonly discussed thinking and learning styles that corporate practitioners and academics have cited in relation to neurodiversity and innovation. These lists are not meant to be exhaustive, but rather to spur awareness of the differing ways individuals absorb, assimilate, and process information that may lead to different outcomes and ideas. The amalgamation of cognitive approaches within a single person enriches their creative and analytical capabilities. And when organizations recognize and cultivate these diverse learning and thinking styles, they foster an environment where unconventional ideas and innovative solutions can flourish.
Consider employees who have attention-deficit/hyperactivity disorder (ADHD). Dr. Holly White from the University of Michigan studies the link between ADHD and creative cognition. Her work and that of others demonstrate statistical linkages between ADHD and the three elements of creative cognition: divergent thinking, conceptual expansion, and overcoming knowledge constraints.10 Those with divergent thinking and learning styles are often able to think of a multitude of ideas emanating from a single point more easily than traditional convergent thinkers, enabling them to be critical enablers for brainstorming and idea generation.11
Similarly, research focused on dyslexia finds a heightened ability to visualize the bigger picture and discern the signals from the noise, as well as a greater attunement to visual aberrations in the environment. A study of astrophysicists found that those with dyslexia were better able to spot black holes within the static of space-related data.12
Research also demonstrates the connection between cognitive diversity and innovation among those on the autism spectrum. For example, Dr. Temple Grandin is often described as a visual thinker. This way of thinking, which she attributes to her autism, plays a significant role in her work. She refers to it as “thinking in pictures,” a process whereby the words of others immediately become images in her mind. She cites this type of thinking as one that has provided her an advantage designing livestock equipment.13 Her innovations are credited with leading to more humane, effective approaches to managing livestock that are now considered industry standards.14
Impact
By valuing and integrating varied cognitive approaches and strengths, organizations can navigate complex challenges more efficiently, helping to drive groundbreaking advancements and sustained competitive advantage.
Innovation driver 2: Breaking groupthink
“None of us is as smart as all of us” and similar refrains reflect the common sentiment that collaboration among those with different views is good. Yet the reality of the corporate experience suggests individuals may be more likely to suffer from groupthink than they care to admit.
As one leader we spoke to noted, “We [in corporate America] have a homogenization problem ... We have a bunch of people that dress the same, that talk the same, that do the same things. And that is killing innovation … Innovation doesn't happen in environments where groupthink is happening, and groupthink happens when you have a homogenized group of individuals working on driving change.”15
Groupthink—the tendency for cohesive groups to prioritize consensus over critical evaluation—can be a common pitfall across organizations, and it can often stifle innovation and lead to suboptimal decision-making. Our interviews indicate neurodiverse teams often limit groupthink through a willingness to share divergent thoughts, even if those thoughts are not readily supported by others on the team. The intentional integration of neuroinclusive individuals into the workforce offers a powerful antidote to this phenomenon. By embracing the unique perspectives and cognitive approaches of neurodivergent employees, organizations can help address homogenized thinking that groupthink perpetuates.
For example, the leader of impact and innovation at an online education platform that we interviewed needed to roll out new product capabilities across emerging market segments. The team was able to scale ideas more quickly and effectively because neurodivergent members of his team successfully vocalized practical implementation issues—despite resistance and frustration from other team members—that needed to be addressed for the project to succeed.
It’s important to note that to overcome groupthink, managers and their organizations should foster an environment where boundaries are clear but uncomfortable truths can be raised, and where some degree of frustration and friction is not only okay but acknowledged as part of the process. Neuroinclusion offers a broader range of viewpoints and problem-solving strategies, with varied processing styles and distinctive ways of perceiving the world; it encourages rigorous debate, fosters creativity, and leads to more robust and innovative outcomes.16 These unique insights, in an environment without fear of being marginalized, can create a culture of continuous innovation and improvement.
When collaborating with others who think and process information differently, one may become frustrated or feel forced to step back and reassess their own perspectives on the work at hand. However, as psychologists and authors David Rock and Heidi Grant note, the comfort one can feel from working with like-minded people is costly when it leads to too much conformity, which inhibits innovation.17
Impact
The deliberate inclusion of neurodiverse talent can not only combat the risk of groupthink but can also propel organizations toward groundbreaking and unconventional ideas. Breaking free from conformity can help achieve sustained competitive advantage, enhanced problem-solving, improved employee satisfaction, and resilient organizational culture.
Innovation driver 3: Resilience, agility, and problem-solving
Neurodiverse professionals are generally more accustomed and committed to solving problems because they must often do so regularly in their daily lives to navigate a world that’s not always designed for them. This resilient mindset can often mean a willingness and persistence to challenge the status quo and overcome obstacles that others don’t have. As one global banking executive said, “When you’re someone who has to basically change certain aspects of your personality or change how you approach certain things in order to just go through your day-to-day life, then change is already something that's naturally ingrained in you and you’re really comfortable maneuvering around situations and finding ways to do things that you need to do. I think other people might not necessarily have the same ability or drive naturally.”18
When summing up neurodiverse strengths, Eliana Grossman, PhD, a neurodiversity researcher, noted, “We have resilience that neurotypical people haven’t had to build."19 In a business environment where new threats and opportunities are emerging daily, integrating and recognizing those colleagues who bring this grit and adaptability to a team can be a powerful asset for an organization.
For example, some studies link the higher incidence of dyslexia among entrepreneurs to coping skills they’ve developed to manage their neurodivergence, including a better ability to delegate tasks and deeper aural/listening and visualization skills.20 Further, consider the potential of neurodiverse teams in an agile software development environment. Agile teams are required to continuously test and learn to help achieve an objective. While certain aspects of agile team dynamics may overwhelm some team members, the spirit of neurodiversity aligns with that of agile teams: to “value individual interactions and collaboration over rigid processes” and “think outside of the box and find ways of working that are effective and conducive to all.”21
Impact
Organizations that prioritize neurodiversity, given their diverse cognitive perspectives and ability to pivot quickly in response to rapidly moving markets, may be better equipped to swiftly navigate complex and changing environments, helping make them more resilient to disruptions.
Innovation driver 4: Deep focus and perseverance
Innovation requires focus, and lots of it. Focus is not always easy to achieve when solving problems amid demands on our time and the complexity of challenges organizations face today. Strong or “hyper” focus—a trait often mentioned in our interviews when describing some neurodiverse professionals—can help teams find success where they may have otherwise given up, or to dive intensely into uncharted topics that require deep focus. Our research identified multiple instances where the hyperfocus of neurodivergent professionals achieved breakthrough solutions that may have otherwise not been discovered.
An innovation leader at an electronics company cites such an example. A neurodivergent professional on his team spent weeks deeply focused on developing a way to reconfigure a technical microscope to support unique research objectives, while others simply assumed the microscope couldn’t be adapted for more advanced needs and dismissed the investment. The executive noted that the team member’s focus and commitment to problem-solving turned what was merely a satisfactory tool into “something really great,” which then opened the door to new product development opportunities the company would not have discovered otherwise.22
Similarly, a neurodivergent team member at a different technology consultancy continually expressed curiosity about ways generative AI could be used to produce new self-generating tools. His organization told him to follow his focus, and he developed a set of autonomous agents using gen AI that are now serving as a central component of that organization’s technology platform and marketplace offering.23
Impact
Embracing neuroinclusion not only helps diversify the cognitive approaches within a team but can also instill a deeper level of focus and tenacity, particularly persisting through challenges and setbacks. This fosters a culture of resilience and determination, so that organizations are better equipped to overcome obstacles, achieve ambitious goals, and maintain competitive edge.
Innovation driver 5: Expanding your customer perspective
Neurodiverse teams can also collaborate to bring a wider stakeholder perspective, providing a lens into the attitudes and needs of neurodiverse customers. This is not a niche audience: If roughly 17% of the workforce is neurodivergent, it could be assumed that a similar proportion of your customers are also neurodivergent.24
“When you’re looking at your customer base, your customer base is not all neurotypical,” says one executive we interviewed. “You're bringing a better roundness to your view of your customer and what their needs might be, and you do get these out-of-the-box ideas that someone else might think is just totally bizarre.”25 Another noted, “Having multiple neurodiverse people in my organization has always just been part of making sure that we're looking at a full spectrum of customers and a full spectrum of possibilities.”26
Consider IKEA founder Ingvar Kamprad, whose dyslexia compelled him to name his growing product line of furniture after memorable Swedish names, places, and islands, rather than long, tedious product codes. The naming system developed largely due to the fact that he thought in maps and images rather than numbers and words. This approach helped him remember each style and proved widely popular across the broader customer population, many of whom find it a more effective way to identify and remember which products they want. IKEA’s naming convention has become a critical part of the company’s brand identity and strategy.27
Impact
Neurodiverse perspectives and distinct cognitive experiences can help individuals empathize with different customer viewpoints, better anticipating a full spectrum of customer experiences. This can directly translate into broader and improved understanding of varied customer needs while fostering greater customer satisfaction and loyalty through innovative products and services.
Strategies to drive neuroinclusive innovation
“If we’re not making sure that we’re pulling in these different perspectives, I think that we could be shutting down brilliant future inventors, scientists, artists. Wouldn’t that be a shame?”
—Head of enterprise product transformation, financial organization
Driving innovation through neuroinclusion requires more than simply bringing together neurotypical and neurodiverse professionals. It involves intentional and focused strategies that support all, drive relationships, and build trust. Many organizational neurodiversity efforts have not yet evolved or are fragmented across the organization, a challenge that may be further complicated by the fact that many individuals either haven’t disclosed their neurodiversity or aren’t aware of it themselves. Furthermore, efforts that do support neurodivergent professionals can fail to consider the needs of their neurotypical collaborators.28
Many of the leaders we spoke with noted that, while the will is there, neuroinclusive innovation can be difficult to scale. Action should happen on two levels: the human-enabling level where necessary individual relationships can be strengthened and needs can be met, and the organization-enabling level where infrastructure supports provide foundational processes and systems.
1. Normalize differing thinking styles and learning modalities. Highly connected to communication norms, the multitude of different thinking styles and learning modalities means that not everyone generates ideas in the same way. This is particularly true for neurodivergent individuals, who veer to the outer edges of the bell curve, meaning they tend to manifest thinking and learning styles more starkly.
Encourage disclosure of different thinking styles and learning modalities to help all employees feel freer to think and learn differently. For example, a team member can explain to their team that they need time to process new ideas and may not respond immediately, but that they are listening. Another can share that their approach is more hands-on. This approach normalizes the notion that there is no one “right” way to innovate. It can also help some neurodivergent team members explain their differences without the burden of disclosure, allowing them to maintain their privacy if they wish to. This, in turn, can enable organizations to get the best ideas out of a wider range of thinkers, whether by exploring multiple formats for idea generation or simply allowing people to share ideas as they see fit.
2. Set new communication norms. As with thinking styles and learning modalities, many neurodivergent individuals have specific communication needs as well. And supporting communication preferences to best leverage workers and harness their unique strengths may be table stakes for any good manager. However, there are some differences when it comes to neurodiverse team members, whose needs may feel unfamiliar at first. For example, sensory issues, inability to read facial expressions, or other differences may mean a team member needs to share ideas via instant message or group chat rather than speaking, use assistive technology, or avoid a loud meeting and communicate privately instead.
What is not different is the need to meet your team members where they are and manage them as individuals. This is where leaders can go further by embracing unorthodox approaches to communication: Stop assuming there is only one right way to communicate and embrace the idea that there are multiple “languages” that are all equally valid, even if some are less common or unexpected. Normalizing methods that may seem out of the ordinary can ensure that more minds can address a challenge. The very act of interacting differently may even spark new ideas and enable teams to approach problems in innovative ways.
One executive told us they allow for many approaches to idea sharing, and not all of them need to be done in a room full of people. “We’ll set up the meetings where the participation is not done all verbally or it’s not done in a presentation context,” they said. “We’ll allow independent contributions. We get some of the best outcomes there because some of the quietest people get a chance to contribute.”29 Other leaders shared how their organizations encourage fluid, nontraditional hierarchies so neurodiverse individuals can communicate ideas without the constraints of rigid roles. This eliminates the need for neurodivergent individuals to navigate often complex pecking orders and unspoken social norms.
Not sure how the members of your team prefer to communicate? Just ask. And, where possible, find ways to embrace multiple modes of communication to generate and share ideas.
3. Build innovation networks to surround your neurodiverse talent. While generating ideas is part of the innovation process, it’s only the beginning. Innovations should have buy-in, investment, and momentum. Innovators should therefore be able to share widely and gain supporters and champions to ensure the idea gets built and operationalized. This often necessitates having a professional network to leverage, the ability to communicate personally with individuals and teams, and recruit champions, collaborators, and partners—all of which can pose a significant challenge for a neurodivergent individual who may struggle with some of these social skills.
Supporting neurodivergent innovators through this process is often critical to amplifying their ideas and maximizing their impact. For example, organizations can designate the role of “innovation champion” to socialize an idea. One executive we spoke with shared an example of an innovator who needed extra support to share his ideas. The organization supported him by providing a strong communication partner for presentations that could introduce him and the idea he was presenting, and then take over communication again at the end of the presentation.30 Organizations can go one step further and establish innovation teams—groups that surround neurodiverse innovators and provide the support needed to drive an idea to fruition.
4. Rethink traditional innovation approaches. Innovation takes many forms. Organizations should explore new models and methods for innovation that allow them to be more neuroinclusive. This can include open innovation, where organizations take a decentralized approach that includes collaborating with both internal and external entities across all levels—including academia, startups, users, and workers. This can allow organizations to leverage resources, ideas, and experiences from a broader ecosystem of people rather than just the typical go-to executives who already have a seat at the table. Hackathons and innovation competitions are other ways to open an organization to a broader array of ideas.
Beyond these approaches, organizations can also consider inclusive innovation labs where neurodiverse teams are not only at the table but given leadership roles. These labs can operate as experimental think tanks, where unconventional ideas are celebrated and explored.
5. Design and implement universal communal supports. Many support strategies require relatively minimal investment but can lead to significant reward. These can include approaches such as body doubling, a productivity strategy in which individuals work alongside each other in parallel, either in person or virtually, to increase focus and motivation. Some organizations are employing advanced technology in this area, exploring the use of AI body doubles to support neurodivergent employees.31 Other communal supports, such as office hours, can also be effective. In one example shared by an executive we interviewed, a business resource group at an online education company offered body-doubling sessions and college-style office hours for professionals—both neurodiverse and neurotypical—to work alongside others to get a project done.32
Beyond these approaches, others are starting to explore more advanced uses of technology tools such as AI or machine learning to help create adaptive work environments tailored to neurodiverse needs with an eye toward innovation and learning. These tools aren’t only beneficial for neurodivergent individuals; they can also enable neurotypical professionals to learn, test ideas, and advance innovation.
6. Reward diverse thinking and problem-solving. Redesign performance metrics to recognize and reward diverse thinking and problem-solving based on creativity, resilience, and collaborative innovation. This step can help ensure that neurodiverse contributions are valued and rewarded. Where possible, seek to recognize team leaders who demonstrate an ability to lead neurodiverse teams and deliver positive outcomes. Such recognition not only rewards a job well done but can also generate awareness for the broader organization to see the benefits of neuroinclusive teams in action.
Neurodiversity offers a strategic opportunity for innovation
“The world that we live in is not all typical. There's really nothing typical about being typical. When we're excluding neurodiversity, we begin excluding the future Einsteins. We begin excluding the people we have deemed as eccentric or difficult. There have been a lot of really great scientists and inventors and philosophers in this world who were probably somewhat neurodiverse, if not extremely neurodiverse.”
—Head of enterprise product transformation, financial organization
Neurodiversity isn’t just a buzzword. It’s a force that challenges the status quo and can unlock unparalleled potential for creativity and innovation. It is an appreciation that because no two people inherently think exactly alike, no two people should be compelled to think exactly alike when brought together for a common purpose.
Consider the profound impacts that different, divergent ways of thinking have already had on the world around us, from music and art to technology and medicine. Consider the instances where someone’s novel perspective pushed thinking to a new level, the times a new idea opened the aperture of what was believed to be possible. Consider how much could be lost if people weren’t encouraged to think beyond convention—and no one listened when they did.
Our research reveals that awareness of neurodiversity’s potential impact on organizational innovation is still lacking. Much of what we heard from our interviews with executives, neurodiverse professionals, and academics suggests that those organizations more advanced in driving innovation through neuroinclusion do so through the efforts of those who are either neurodiverse themselves or have a family member who is.
The changes affecting society and business today invite accountable leaders to take bold steps to drive their business forward. Are you ready to unlock the power of neurodiversity? You and your organization shouldn’t wait. What’s stopping you?
Methodology
In the spring of 2024, Deloitte conducted in-depth interviews with 18 subject matter specialists from industry, academia, and government—all with deep and first-hand understanding of current issues affecting the neurodiverse community in organizational team settings. These subject matter specialists held such titles as vice president of people and culture; global manager, technology development and digital chemistry; vice president, global social impact and innovation, among many others. To supplement our primary research, we performed extensive secondary review of scholarly articles, books, reports, and other relevant literature.