When senior business management have accepted the value of inclusive design principles and outputs, they are well placed to affect change at the strategic and organisational levels. Of greatest value is their ability to form a strong link between business strategy and inclusive design.

Management support is also required to prevent too narrow a focus on time and budget as measures of development project success. This can inhibit consideration of downstream problems and their associated costs during the earlier parts of the design process, when changes can most easily be implemented. Examples of such costs include no-fault found warranty returns, and customer support.

Without senior support, buy-in and action, the successful delivery of inclusive design is likely to rely on local champions in the business, who actively change approaches within their sphere of influence.