Neurodiversity awareness training has value. It builds vocabulary, reduces stigma and opens conversations that organisations need to have. But awareness describes a condition; it does not change the conditions around the work.
A delivery problem needs an operational response. Managers rarely need to be told to be more supportive. They need a structure: explicit definitions of done, written instructions, clear priorities, predictable checkpoints and consistent feedback. These are not concessions. They are management practices that make performance more repeatable for everyone.
The organisations that get the most from neurodivergent talent will be the ones that turn awareness into systems, and then check whether those systems are working.