Japan is facing a declining population and a labor shortage. Neurodiversity, which makes use of the unique characteristics of the brain and nerves, is now becoming a new human resources strategy that influences a company's competitiveness. In July 2025, I attended the Disability:IN Global Conference & Expo held in the United States, where I witnessed the world's cutting edge. In this article, I will share the knowledge gained from this, along with the perspectives of experts, and explore specific suggestions that can be implemented in Japanese companies.
Background to participating in the US conference
At the SMBC Kyoto University Studio,Supporting people with developmental disabilities to demonstrate their abilities" project is currently underway. This project regards developmental characteristics such as autism spectrum disorder (ASD) and attention-deficit hyperactivity disorder (ADHD) as "individuality of the brain and nerves," and aims to utilize each individual characteristic as a strength, leveraging diverse talents as a strength for society and organizations. This way of thinking is called neurodiversity, and advanced examples of this have been reported in companies, mainly in Europe and the United States (*1).
We participated in the conference "Disability:IN 2025 Global Conference & Expo". It was a valuable opportunity for a sincere discussion on the question, "What kind of workplace can turn differences into strengths?", with practitioners from large companies, people involved, and supporters at the forefront. Below, we will introduce the specifics of the discussion.
(*1) Source: FY2021 Industrial and Economic Research Commission, Survey on the Possibility of "Neurodiversity" Initiatives in the Digital Field to Accelerate Innovation Creation, Survey Results Report, p. 5
Areas of expertise discussed in each session and the necessary organizational structure
Here are some of the most memorable sessions at the conference that focused on neurodiversity.
Unleashing the capabilities of neurodivergent people
Unique Strengths
They tend to demonstrate unique strengths such as systems thinking, creative problem-solving, and human-centered insight.
Strengths in unexpected areas
Many people rate themselves highly not only in technical fields but also in "leadership" and "social intelligence."
Psychological safety is key
The more psychologically safe an environment, the more people are likely to demonstrate their skills. The biggest barrier is likely to be the environment, not a lack of skills.
Utilizing AI
AI is seen as an "assistive technology" and is expected to provide personalized support tailored to each individual's working style.
Creating an organization where neurodivergent people can thrive
Increased value for the entire organization
Diverse teams improve performance and tap into untapped talent pools.
The importance of belonging
The feeling of being part of a community is essential to attracting and retaining talent.
What a leader should be
Showing your own weaknesses and respecting differences fosters a culture where people feel that "there is a place for you here."
Recruitment and evaluation innovations
Prioritize job skills over social skills, and reduce barriers by offering flexible working arrangements and clear expectations.
The role of the executive sponsor
Personal experience drives
Many leaders have strong feelings about promoting diversity, based on their own or their family's experiences.
Contribution to business outcomes
ERGs (*2) are not just a place for interaction, but are directly linked to results such as improving customer experience.
Issues and challenges
Some groups, such as factory workers, may find it difficult to participate, but by having management sponsors themselves speak about their experiences, it can foster a safer and more inclusive culture.
(*2) ERG is an abbreviation for "Employee Resource Group," which is called "employee resource group" in Japanese. ERGs are groups formed voluntarily by employees who share common attributes, and they play an important role in increasing employees' sense of belonging and promoting changes in corporate culture.
A view from the front lines in Japan
Project representative Sayaka Yoshimura (Associate Professor, Graduate School of Medicine, Kyoto University) and Tomoyuki Kimura (Senior Development Manager, Center for Emergence Strategy, Japan Research Institute, Limited) shared their learnings from the conference.
Yoshimura: Academia's perspective
The importance of psychological safety and a flexible work environment was repeatedly emphasized, which I felt was consistent with the direction of the work environment we believe is necessary for people with developmental disorders to thrive. It was also striking to see AI being actively used as a practical tool for communication support, with specific examples presented, such as "Many people with neurodevelopmental disorders use generative AI to 'match the tone' of their writing." Furthermore, I was struck by the remarks of one company representative, "Our first goal is to achieve results without lowering our standards, and it's important to continue growing." Balancing a desire for results with psychological safety that allows people with developmental disorders to feel safe and confident in their abilities is likely to become an important issue in Japan as well. I believe we need a cycle in which medical professionals listen to the voices of people with developmental disorders, academia considers how to balance this balance, and then applies that knowledge to practice and promote optimization.
Mr. Kimura: A think tank perspective
I was surprised at the scale of the event, with over 3,000 participants (*3) from approximately 1,000 companies, including those who attended online. Furthermore, the term "neurodiversity" was used as a matter of course. In Japan, when introducing our activities, it almost always starts with explaining what neurodiversity and developmental disorders are. The reality is that there is a big gap in awareness in this regard between the United States and Japan. Companies both in Japan and overseas that are pioneering neurodiversity initiatives all agree that "understanding the characteristics is the start," so I was reminded of the importance of raising awareness of neurodiversity.
The two specific topics that caught my attention were "understanding and support from management" and "the presence of inclusive managers." I was particularly impressed by the comment that inclusive managers are an important resource. I would like to continue to consider how we can create a system for training and evaluating inclusive managers in order to implement this in society.
(*3) Source:2025 Conference Impact Report
Future outlook
This visit to the United States was a valuable opportunity to consider the future direction of our project. After returning home, we discussed the matter as a team and came to the common understanding that the key to promoting neurodiversity is "organizational building" and "cultivating a culture." We hope to apply this learning to the activities of the SMBC Kyoto University Studio and the Neurodiversity Management Study Group (*4). Furthermore, to implement neurodiversity as a new human resources strategy, repeated learning and practice are essential. At the SMBC Kyoto University Studio, we hope to work with companies and organizations to shape our initiatives. If you're interested, please contact us. Let's create a new future together.
*The photographs and images published in this article were taken and created by members of this project and the SMBC Kyoto University Studio Secretariat.
