Measuring neuro-inclusion in organizations by focusing solely on the proportion of neurodivergent employees overlooks the essence of true inclusion. Rather than fixating on headcounts, organizations should define outcomes driven by neuro-inclusive practices, such as enhancing innovation culture. By identifying metrics that measure improvements in innovation and collaboration, organizations can effectively gauge the impact of their neuro-inclusive initiatives. These metrics, complemented by qualitative insights, provide a holistic view of organizational change, ensuring that neuro-inclusion leads to meaningful transformation rather than mere tokenism.

Introducing neurodiversity-inclusion through employee resource groups often burdens neurodivergent individuals with repeated accommodation requests, leading to fatigue and burnout. A top-down, leadership-driven cultural change is essential for true inclusion. By fostering a supportive and adaptive culture, organizations can reduce the need for individual accommodations, ensuring all employees thrive and enhancing overall performance and innovation.

Large corporations often acquire start-ups to boost innovation and gain employees with a risk-taking mindset, while start-ups seek the scale and resources of corporates. However, integration challenges like power imbalances and culture clashes can hinder success. Lisa argues that a cognitively inclusive culture, which embraces diverse thinking styles and values curiosity, respect, and open communication, can facilitate smoother integrations and accelerate benefits from acquisitions. She suggests that focusing on such a culture during acquisitions can prevent negative outcomes and enhance overall innovation.