{"id":27686,"date":"2026-05-08T04:00:00","date_gmt":"2026-05-08T02:00:00","guid":{"rendered":"https:\/\/www.thebrokernews.ch\/?p=27686"},"modified":"2026-05-04T15:25:14","modified_gmt":"2026-05-04T13:25:14","slug":"neurodiversity-as-a-future-skill-diversity","status":"publish","type":"post","link":"https:\/\/www.thebrokernews.ch\/en\/neurodiversity-as-a-future-skill-diversity\/","title":{"rendered":"Neurodiversity as a future skill: Why diversity is more than just a buzzword"},"content":{"rendered":"
Neurodiversity as a key skill for the future: Sabine Buch, an expert in neurodiversity, supports companies in establishing new ways of thinking.<\/span><\/div>\n\n

Technology is radically changing the world of work, including that of the insurance industry, but real innovation comes from the interaction of different ways of thinking. Sabine Buch, President of the European Institute for Neurodivergence, explains why neurodiverse perspectives are becoming a decisive competitive factor. <\/strong><\/p>\n\n

The discussion about artificial intelligence and automation often revolves around efficiency, scaling and productivity. However, as you can read in thebrokernews <\/em> article ” Robots, reality and resonance”<\/a>, another dimension is increasingly coming into focus: the human ability to resonate. This is precisely where the work of Sabine Buch, herself a neurodivergent, comes in. <\/p>\n\n

As President of the European Institute for Neurodivergence, she promotes the systematic integration of neurodiverse perspectives in business, education and society. With her experience from international leadership roles and transformation projects, she combines technology, leadership and neurodiversity to create a new understanding of sustainability. <\/p>\n\n

In this interview, she talks about the interfaces between AI, organizations and human diversity and why “thinking differently” is not a risk, but a strategic advantage.<\/p>\n\n

Ms Buch, you combine technology, transformation and neurodiversity: what was the moment when you realized that these topics belong together?<\/h6>\n\n

It wasn’t a single moment, but a pattern that has emerged over the years. I have seen this time and again in transformation projects: The biggest breakthroughs don’t come from technology alone, but from people who think differently, see things differently and make new connections. <\/p>\n\n

With the advent of AI, I realized that we systematically need exactly these ways of thinking. Technology scales processes – neurodiverse perspectives create innovation. Only both together make organizations truly future-proof. <\/p>\n\n

When did you find out that you “tick differently” and what did you find out?<\/h6>\n\n

Ever since I can remember, I’ve always had the feeling that I’m different from the other children, but for a long time it wasn’t clearly stated. I simply noticed that I networked things more quickly, perceived things more intensely, was very curious and often thought outside the box, came up with solutions differently, but also needed different learning methods to understand math, for example. When I was 9, I once threw the TV off the table to see what the people living and working there looked like. My parents didn’t think it was that great and I was quite disappointed that no one was there. <\/p>\n\n

A few years ago, I was asked by an autism expert whether I also had autism and that’s when I started reading and learning about it. Looking back, that was an important step – not because it changed me, but because I suddenly understood a lot of things and, above all, understood myself. <\/p>\n\n

How was it possible for you to work in international corporate structures for many years? How has the topic of neurodivergence changed your view of “performance” and “potential”? <\/h6>\n\n

It was anything but easy, because it was quite a balancing act between “being myself” and fitting into a neurotypical system. I learned early on to use my strengths in a targeted way and also unconsciously always picked out the topics that were new and innovative and that nobody wanted to do because they were often critical projects where the success was unclear. At the beginning of my professional life, I was mainly occupied with learning, because I find it super exciting to learn something new every day and see this as a huge benefit. With the start of digitalization, it also turned out that new skills and more versatility were in demand. That suited me very well. Above all, my interest in technology, development, languages, culture and sales is very rare and I was able to convince and win people over with this. <\/p>\n\n

Of course, it wasn’t always easy, because many organizations are designed for standardization, not diversity of thought. I often had to convince people that my way was possible and my success proved me right. This enabled me to build up a very good reputation and trust. That changed my view of performance considerably. Performance is not about how well someone fits into the system, but what contribution someone can make if they work in the right environment. <\/p>\n\n

You talk about neurodiverse teams being more innovative. What does this mean in concrete terms in everyday working life and beyond diversity rhetoric? <\/h6>\n\n

Neurodiverse teams are not only more innovative, they are also more motivated, more successful and more efficient. They are not automatically more innovative – they become so when diversity is truly understood and utilized and not just “run along. <\/p>\n\n

Neurodiverse teams are not automatically more innovative – they become so when diversity is truly understood and utilized and not just “run along”.<\/p>\n\n

In everyday working life, this means three things in particular:<\/p>\n\n

Firstly, assumptions are questioned more frequently.<\/strong>People with different cognitive styles think about problems differently – more analytically, more networked, more detail-oriented or more intuitively. This leads to supposedly “clear” solutions being re-examined. This can be exhausting, but it prevents blind spots. <\/p>\n\n

Secondly, solutions become more robust.<\/strong>When different perspectives come together early on, fewer one-way decisions are made. Ideas are iterated, further developed and often radically improved. Innovation does not arise from harmony, but from productive friction. <\/p>\n\n

Thirdly, problems become visible in the first place.<\/strong>Neurodivergent people in particular recognize patterns, risks or opportunities that are overlooked in homogeneous teams. This applies to both products and processes. <\/p>\n\n

But beyond diversity rhetoric, this also means that different ways of working are needed. Talents and skills must be recognized, meetings must be structured more clearly, communication must be designed more consciously, leadership must actively moderate differences instead of smoothing them out, neuro-inclusive leadership must be understood and practiced, neurodivergent employees must have a safe space. <\/p>\n\n

Without these adjustments, diversity quickly turns into friction without added value.<\/p>\n\n

The key point is:Innovation does not come from diversity per se, but from the ability to use this diversity productively.<\/strong><\/p>\n\n

It is not enough just to hang the topic on posters in elevators; it has to be lived by everyone. Because only when diversity becomes real inclusion in practice will the full potential be unleashed, otherwise it’s just diversity again <\/strong>.<\/p>\n\n

Many companies still see neurodiversity as an HR issue. Why is it actually a strategic issue? <\/h6>\n\n

Neurodiversity is often relegated to HR because it is associated with inclusion, recruiting or employer branding. This falls short. Because it usually fails when it comes to hiring neurodivergent people. In reality, it is a strategic issue because it has a direct impact on a company’s overall value creation<\/strong>. <\/p>\n\n

In a world characterized by innovation, complexity and speed, standardized ways of thinking are no longer sufficient. Different cognitive perspectives are not a “nice-to-have”, but the basis for new solutions. Many companies are still struggling with agile ways of working, yet these are precisely what is needed today to respond to rapidly changing trends. This is precisely the way of working that appeals to neurodivergent people. <\/p>\n\n

It also helps with decision-making, because homogeneous teams often make decisions quickly, but not necessarily good ones. Neurodiverse teams question more, think more broadly and recognize risks earlier. This makes decisions more robust in the long term. <\/p>\n\n

Companies that manage to make targeted use of different thinking styles develop products, services and business models that are closer to a diverse reality. This is a clear advantage in the market and strengthens competitiveness. <\/p>\n\n

The reason why many organizations fail is simple: they treat neurodiversity like a standard HR program instead of a lever for overall transformation. It is not enough to simply hire people. You also have to change structures, processes and leadership<\/strong> so that this diversity can take effect. <\/p>\n\n

The real change of perspective is not: “How do we integrate neurodivergent people?”, <\/strong>but “How do we use different ways of thinking specifically for the success of our company?<\/strong>“<\/p>\n\n

Where do organizations most often fail today when they try to become more inclusive?<\/h6>\n\n

There are currently several reasons why organizations are failing. The added value of neurodivergent teams is not seen, there is hardly any time and little interest in investing further energy in another diversity topic, there is a lack of knowledge and education and then also a lack of support from management to invest time and money in this topic. And if the will is there, implementation is not always easy. <\/p>\n\n

Inclusion is often treated as an add-on<\/strong>, not as a change to the system.There are training courses, guidelines and perhaps even campaigns, but the actual structures remain unchanged and without these, the whole thing is doomed to failure.<\/p>\n\n

Many organizations are designed to ensure that everyone works, communicates and performs as equally as possible. Neurodiversity does not fit in. Instead of adapting the system, attempts are made to “make people fit”. This often works, for a few pointers, with neurodivergent people. Until they become ill and are then no longer able to perform and end up falling out of the system. <\/p>\n\n

Inclusive structures stand and fall with managers. If they do not understand and accept how differently people work, decide and communicate, diversity remains on the surface – or even becomes a source of conflict. For neurodivergent people, unclear expectations, implicit rules and unspoken norms are a real hurdle. What is “normal” for some is simply not transparent for others. Even if there are different perspectives, they are often not actively involved. Decisions continue to be made in small, homogeneous circles. <\/p>\n\n

The biggest problem is that inclusion is often treated as a cultural issue, but in reality it is a structural issue.<\/strong> As long as processes, decision-making paths and service definitions remain the same, inclusion will remain piecemeal.<\/p>\n\n

The decisive step is uncomfortable: not adapting people to systems,but designing systems in such a way that different people can be effective in them.<\/p>\n\n

You see generative AI as a tool for supporting neurodivergent talents. Can you give specific examples? <\/h6>\n\n

Absolutely, I am the biggest fan of AI and it has not only become a game changer for me and many neurodivergents, but also the daily assistant. I have survived my 27 years at the company without PowerPoint and Excel. For me, these are tools that neither add value nor are easy to understand. I used to have to bribe a lot of colleagues with coffee to get them to make me some. Because that’s what neurotypical people expect in meetings. Today, there are finally AI tools that do that for me and take a lot of the stress out of it. I also work with great AI solutions that help me reduce emails or tasks to the essentials or help me prioritize myself and my projects when I have too many ideas again. <\/p>\n\n

At the institute, we work with precisely these manufacturers so that, in addition to dealing with neurodivergent team members, we also have appropriate tools that can be used. This can avoid frustration on both sides. Because it often happens that managers expect more structure, which the ADHD<\/a>person may not be able to provide. Then loss of control turns into micromanagement and that is often the end of constructive cooperation. Unfortunately, I know this all too well. The good thing is that my watch tells me when to eat and breathe and ChatGPT also answers me quickly at 2 a.m. when I have an idea. <\/p>\n\n

Isn’t there also a risk that AI will reinforce existing norms and thus tend to ignore neurodiverse perspectives?<\/h6>\n\n

Unfortunately, this is one of the biggest problems we have. After all, the topic of neurodivergence has barely arrived in the analog world, let alone the digital one. <\/p>\n\n

AI is not neutral. It learns from existing data, and this data reflects our current systems, norms and biases. If these systems are geared more towards standardization and “average users”, AI will reinforce exactly that. <\/p>\n\n

For neurodiverse perspectives, this means that deviations are very quickly interpreted as “mistakes” and not as the norm.<\/strong> If a behavior, a communication style or a way of thinking does not conform to the norm, it is corrected rather than understood.<\/p>\n\n

If neurodivergent people are less visible in data or their perspectives have not been explicitly taken into account, they simply do not appear in the results. AI often optimizes for efficiency and predictability. This can lead to diversity of thought being reduced rather than promoted and even more standardization. <\/p>\n\n

The crucial point is that AI reinforces what is already there, for better or for worse, and we need to work on this as a matter of urgency.<\/strong><\/p>\n\n

How should AI be designed to truly enable neuro-inclusive systems?<\/h6>\n\n

If we want AI to support neuro-inclusive systems, then we need to actively think about data, build systems in such a way that they don’t just serve “the average” and, above all, critically scrutinize results. I would also like to use more synthetic data to generate this diversity. <\/p>\n\n

Otherwise, we run the risk of automating existing exclusions – only faster and at a greater scale. I have just co-written a book on the subject of “skill rating” and there I shed light on the topic of neurodivergence. During my research, I was shocked to discover that there are no HR tools, assessment center tools or evaluation tools that take neurodivergent people into account. For me, this is the first step towards creating equality here. <\/p>\n\n

AI can be an amplifier for diversity or standardization. The decisive factor is how we build it. <\/strong><\/p>\n\n

What does “neuro-inclusive leadership” mean in concrete terms and what do managers need to learn?<\/h6>\n\n

I am convinced that the transformation will also change the role of managers, because there will also be a new generation of employees who are much more sensitive to the issue of neurodivergence and who will have higher expectations of companies and managers.<\/p>\n\n

Neuro-inclusive leadership means not “managing” differences, but making targeted use of them.<\/p>\n\n

In concrete terms, this means that managers create framework conditions in which different styles of thinking, working and communicating can become effective, instead of aligning everyone to one standard.<\/p>\n\n

This is very practical in everyday life:<\/p>\n\n

We need clear communication instead of implicit expectations.<\/strong> Goals, roles and priorities are made transparent – not assumed.<\/p>\n\n

Flexibility in working methods will be important.<\/strong> Nicht jeder arbeitet gleich gut im gleichen Setting. Neuro-inclusive leadership allows different paths to the same result. The topic of “back to office” is often one of the biggest stress points. <\/p>\n\n

There needs to be more acceptance of different perspectives.<\/strong> Decisions are not only made by the loudest or fastest, but also by those who think differently or need more time.<\/p>\n\n

But the crucial part is unlearning<\/strong>: the idea that there is one right working style<\/em>, the equation of presence, speed or volume with performance, leadership via implicit rules and unspoken expectations, the demand that everyone must adapt to existing systems.<\/p>\n\n

Neuro-inclusive leadership turns this logic on its head:<\/p>\n\n

It is not people who have to fit into the system, but the system must be designed in such a way that different people can be successful in it.<\/strong><\/p>\n\n

This is challenging for managers. But this is precisely the lever for better collaboration, better decisions and genuine innovation. <\/p>\n\n

Is classic efficiency logic at all compatible with neurodiverse working methods?<\/em><\/h6>\n\n

When different cognitive styles are consciously integrated, decision-making changes fundamentally. It becomes less linear, less fast, but significantly more robust.<\/strong> <\/p>\n\n

Decisions are considered more broadly because<\/strong> analytical, intuitive, detail-oriented and networked thinkers look at an issue from different angles. This results in fewer hasty agreements and more real engagement with the issue. Unfortunately, we have lost this in recent years, even though it is so important. While some move quickly to solutions, others recognize patterns, dependencies or potential weaknesses. This reduces blind spots. <\/p>\n\n

Assumptions or management beliefs are often questioned and<\/strong> what is often considered a “given” in homogeneous teams is discussed in diverse teams. This can prolong decision-making processes, but significantly increases quality. If more perspectives are included, more people support the decision. This improves implementation and acceptance. <\/p>\n\n

At the same time, this requires different framework conditions: more structure in discussions, clear moderation and deliberately scheduled time for different speeds of thought.<\/p>\n\n

Without this, diversity quickly turns into chaos or endless discussions.<\/p>\n\n

Is classic efficiency logic at all compatible with neurodiverse working methods?<\/h6>\n\n

Only to a limited extent and above all it depends on how efficiency is defined<\/strong>.<\/p>\n\n

Traditional efficiency logic often aims for standardization, speed and comparability: the same processes, the same ways of working, the same expectations of everyone.This is precisely what is at odds with neurodiverse ways of working.<\/p>\n\n

Because different cognitive styles mean different thinking speeds, different approaches to information and different ways of achieving the same result.<\/p>\n\n

So if efficiency means: everyone does it the same and as quickly as possible<\/em>,then it is not compatible<\/strong> with neurodiversity.<\/p>\n\n

But when efficiency is rethought, the picture changes:<\/p>\n\n

Efficiency can also mean achieving the best result with the resources available.<\/strong><\/p>\n\n

And this is precisely where the strength of neurodiverse teams lies: complex problems are penetrated more quickly, innovative solutions emerge that are more sustainable in the long term and errors and wrong decisions are reduced.<\/p>\n\n

You often have to get used to it first and it often takes more coordination and sometimes more time in the process, but it leads to better results.<\/p>\n\n

You are strongly committed to visibility and education. Where do we stand in society when it comes to neurodivergence? <\/h6>\n\n

I have been working on this topic for 4 years now and unfortunately we are still very much at the beginning in many companies. Other countries such as the USA or UK are already much further ahead. I often compare it to the homosexual movement when it started in companies 20-25 years ago. I still see how many prejudices there are in society and how much visibility and education is still needed. <\/p>\n\n

For this reason, I give many keynotes, talks and barcamps to give people more insight into ADHD, autism, giftedness, high sensitivity, dyslexia and dyscalculia. Above all, I want to avert the deficit view and show the superpowers of neurodivergent people. Neurodivergent people are still often seen as disabled and I really want to get out of that corner, because they are incredibly valuable people for the world of work and, above all, the most loyal when they have found a good environment. Unfortunately, many people still think that all autistic people are Rain Mans<\/a> and there is still the myth that people become neurodivergent because they were brought up wrong or were given the wrong vaccination. This is exactly what I want to change and achieve a positive view and of course I also work with other countries that are already much further ahead and we should learn more from them. <\/p>\n\n

Will neurodiversity be as self-evident in the future as gender diversity is today?<\/h6>\n\n

That is my goal with my work and especially with my institute. There is still a long way to go, but if society, companies and educational institutions work together, I am very optimistic that we will achieve this. Especially when the added value of neurodivergent people is finally recognized. <\/p>\n\n

If you look five years into the future: What does a truly neuro-inclusive organization look like?<\/h6>\n\n

In five years, a truly neuro-inclusive organization will no longer talk about “adaptation”, but about effectiveness through diversity<\/strong>.<\/p>\n\n

They can be recognized by the fact that diversity does not need to be made visible because it is naturally integrated.<\/p>\n\n

The biggest difference to today will be that neurodiversity is no longer a program, an HR topic or a “special case”, but part of the company<\/strong>.<\/p>\n\n

In other words, a neuro-inclusive organization can be recognized by the fact that it does not ask how people fit into the system, but how the system must be designed so that people can develop their full potential.<\/p>\n\n

My vision is that teams celebrate diversity and are proud to have autistic, ADHD, gifted and all other neurodivergent people in the team and that neurodivergent people no longer have to hide or mask themselves, but can simply be authentic.<\/p>\n\n

What would be your most important piece of advice for companies that want to take a serious look at the topic now?<\/h6>\n\n

Companies should recognize the potential of neurodiversity and not see it as a side issue, but should start to question their systems and previous processes.<\/p>\n\n

Because neurodiversity is not an image issue. It is a real driver of transformation if it is taken seriously and understood. Companies and managers should become curious again and give new approaches and ways of thinking a chance and support the Institute’s mission to accompany the transformation. It’s not nuclear physics, but companies need to be interested in it and play an active role in shaping it. This is only possible if they understand why! <\/p>\n\n

And on a personal note: what does “resonance” mean to you in an increasingly technological world?<\/h6>\n\n

For me, resonance means that something is really received, not just understood, but felt and lived.<\/p>\n\n

In an increasingly technological world in which many things are becoming faster, more efficient and more automated, this is precisely what is becoming the decisive quality: connection instead of just function<\/strong>.<\/p>\n\n

Resonance arises where people feel seen. Where communication is not just correct, but relevant. Where technology does not distance, but supports. <\/p>\n\n

This becomes even more important when interacting with AI: we can create, scale and optimize a lot today, but the question is: will it reach anyone?<\/strong><\/p>\n\n

For me, resonance has three levels:<\/p>\n\n

Firstly: between people<\/strong> – real listening, real understanding. Secondly, between people and technology<\/strong> – when tools really help and don’t overwhelm. Thirdly: in your own actions<\/strong> – when what you do feels right. <\/p>\n\n

In the end, it’s not about how much is possible, but about what makes an impact<\/strong> and I am firmly convinced that it is precisely the impact of neurodivergent people and their authenticity that makes an impact!<\/p>\n\n

Sabine Buch<\/strong> is an expert in neurodivergence, leadership, digitalization and transformation. She is a lecturer and coach with a clear focus on neurodiversity and a TEDx speaker. After many years in international management positions, including as VP at T-Systems, she now combines sound practical experience with scientific teaching and innovative training approaches.As founder and president of the European Institute for Neurodivergence, she is committed to making neurodivergent potential visible and making organizations fit for the future. Her approach combines leadership development and neuro-inclusive leadership methods with the latest findings from AI, digitalization and science.She supports companies, managers and institutions in establishing new ways of thinking and shaping transformation in a sustainable way with the aim of harmonizing performance, innovation and human diversity. <\/p>\n\n

The questions were asked by Binci Heeb.<\/em><\/p>\n\n

Read also: Building the future together<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

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