ACCA Highlights Neurodivergent Talent and Pathways to Workplace Success

24 March 2026

KUALA LUMPUR: ACCA has released a new report shining a spotlight on neurodivergent talent and how their unique strengths can be unlocked in the workplace. Drawing on real-life stories, the report offers insights into supporting neurodivergent individuals as they navigate their careers and outlines practical strategies for organisations to foster inclusivity.

One inspiring story is that of Shi Yee, a Fellow of ACCA and Programme Leader at Tunku Abdul Rahman University of Management and Technology in Penang. Unaware she was autistic for years, her journey reflects the challenges faced by undiagnosed neurodivergent professionals, and the profound relief that comes with self-awareness.

Her experience exemplifies the shift highlighted in Neurodiversity in Accountancy: Navigating Your Career. During Neurodiversity Celebration Week (16-20 March), stories from neurodivergent accountancy professionals showcased how they navigate work and what environments enable their success. Increasingly, these professionals are reclaiming their narratives, challenging traditional workplace expectations, and demonstrating that when workplaces adapt rather than individuals must change, everyone benefits.

The report presents several key areas where individual actions can foster success, supported by insights from interviewees. Understanding one’s cognitive profile, often made clearer with a formal diagnosis, can be transformative. Making strategic disclosure decisions is a personal choice, not an obligation. Leveraging the right technology can amplify abilities and foster resourcefulness. Advocating for individualised support systems, which are best co-created, ensures solutions are effective. Finally, building a personal support network, while organisational culture may be hard to influence, can help individuals thrive regardless.

Jamie Lyon, ACCA’s Global Head of Skills, Sectors and Technology, emphasised, “The focus is shifting from ‘what can neurodivergent people do for organisations?’ to ‘what systems need to change so everyone can work effectively?’ This reframe is vital because it places responsibility on organisations to design better systems, people shouldn’t have to adapt to workplaces that aren’t designed for them. But the gap remains considerable.”

Shi Yee’s story underscores how workplace environments significantly impact neurodivergent professionals. After graduating, she worked in commercial accountancy roles, initially in a large organisation, where constant ad hoc tasks created stress, and then in a smaller firm with less structure. She describes the challenges of unpredictable demands and prioritisation, which often led to overwhelm.

Yet, her autism also grants her unique strengths. Her ability to identify root causes rather than surface symptoms enables her to resolve student issues effectively and enhance course delivery. Her need for structure translates into strong teaching skills, especially in complex subjects like Strategic Business Leader, where she helps students organise their thinking, an ability widely recognised by colleagues.

The stories within this report illustrate a clear truth: neurodivergent professionals offer immense value to accountancy, but their success hinges on a fundamental shift in how inclusion is approached. Moving from awareness to meaningful action requires efforts at both organisational and individual levels, neither alone is sufficient.

The real question is not whether workplaces will become more neuroinclusive, but how quickly they will do so, and which organisations will lead the way.