Neuroinclusion as Strategy: Why CSOs Can’t Afford to Treat This as “HR’s Job”

In most organisations, neuroinclusion is still framed as a culture or HR initiative. Jim Hogan’s session at the Chief Strategy Officer Conference makes a very different argument, and one that’s hard to ignore.

He positions neuroinclusion as a strategic lever: a way to widen the organisation’s cognitive bandwidth, increase the quality of decision-making, and accelerate execution in environments where traditional operating models are already under strain.

The core idea is simple but profound: If strategy is ultimately a thinking discipline, then expanding the types of thinkers in the room becomes a competitive advantage.

Jim breaks down:

• Why neurodistinct talent often sees patterns, risks, and opportunities others miss

• How cognitive diversity improves strategic optionality and reduces blind spots

• Where neuroinclusive practices are already showing measurable business impact

• Why CSOs, not HR, are uniquely positioned to make this a structural capability, not a side initiative
  

What stood out most was the shift in framing: Neuroinclusion is not about being “good.” It’s about being effective. It’s about building teams that can process complexity at the speed today’s environment demands.

For strategy leaders, Jim’s talk offers a fresh lens: one that ties inclusion directly to performance, innovation, and long-term advantage, and gives a practical starting point for embedding it into the operating model.

A deeply relevant watch for anyone rethinking how their organisation solves problems, makes decisions, and prepares for the future.