The Neuroarchitected Organization: From Inclusion Retrofit to Cognitive Variance

Traditional management frameworks remain structurally aligned with neurotypical norms, rendering neurodivergent talent underutilized and excluded by design. This paper introduces a neurodiversity-native theory of management that redefines cognitive variance not as a challenge to be accommodated, but as a core system property to be architected for. We argue that "inclusion" frameworks, while well-intentioned, function as retrofits to inherently exclusionary systems and fail to unlock the full potential of heterogeneous cognition. Drawing on interdisciplinary research across cognitive science, organizational theory, and critical disability studies, we propose a paradigm shift: Neuromanagement by Default (NbD). This model replaces compliance-driven accommodation with participatory design principles, modular work systems, and leadership practices grounded in cognitive pluralism. We synthesize emerging evidence that shows how reimagining work environments to center neurodivergence fosters innovation, resilience, and collective intelligence. Rather than assimilating difference into dominant norms, NbD designs for difference from the outset. The paper concludes with a call to reengineer the epistemology of management itself, treating neurodiversity not as a demographic feature, but as the infrastructure of organizational adaptability in a complex world.