In 2019, EY needed to decide how to move forward with its neurodiversity employment initiative. Demand for the services provided by the company’s Neuro-Diverse Centers of Excellence (NCoEs) exceeded supply, and decisions about priorities and work assignments were being made on too much of an ad hoc basis. Hiren Shukla, the director of the NCoEs, and Jamell Mitchell, the NCoE Strategic Ecosystems Leader, needed to determine how to 1) allocate the existing NCoE resources effectively and 2) grow the program to meet demand within EY and continue to improve neuroinclusion within the organization. This case provides insights into how neurodiversity employment initiatives can be brought to life in organizations and what challenges can arise. The case invites an organizational analysis of the alignment between the features of the program and the surrounding organization.
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