As we move into 2026, the conversation around neurodiversity in business is changing.
For years, workplace approaches have leaned heavily on labels and late-stage interventions – responding once someone is already struggling, burnt out, or disengaged. Increasingly, organisations are recognising that this reactive model is costly and unsustainable.
Employment disputes and tribunal cases are showing a clear pattern: doing nothing through fear of getting it wrong is no longer a safe option. Equally, misinterpreting unmet needs as laziness, disorganisation, poor attitude or defiance is placing organisations on uncertain ground.
What’s emerging instead is a more proactive, preventative approach.
Across sectors, we’re seeing a shift away from asking “What diagnosis does this person have?” towards “What does this person need to do their best work?”
That change matters. It moves the focus from individuals having to adapt themselves, to organisations designing work more intentionally from the outset.
Manager and leadership confidence is also coming into sharper focus. Many managers want to support difference well but still feel fear of getting it wrong. In response, forward-thinking organisations are investing in practical neurodiversity education for all staff – particularly leaders – not to turn them into experts, but to build confidence, clarity and consistency.
This design-led mindset reduces conflict, protects wellbeing, and improves retention – without excessive cost. Often, curiosity, confidence and compassion go further than policy alone.
Neurodiversity in 2026 isn’t about doing more.
It’s about designing work better, for people and for business.
Author: Maisie Cass, Neurodiversity Speaker & Workplace Consultant