ACLT Institute

Enterprise · Start here

Start with the culture behind business decisions.

Accessibility culture is visible in how a business sets priorities, builds products, purchases technology, supports employees, and responds when people encounter barriers.

Start the self-evaluation

Explore enterprise tools and the action plan →

Look at the work behind the experience

Choose one real journey.

A customer may discover a product, create an account, make a purchase, and request support. An employee may use a different set of internal systems. Choose one journey and examine how the teams behind it make decisions together.

  • Buying or renewing a product
  • Using an employee system
  • Moving from product onboarding to support

Whose perspective is included?

Bring a product or service owner, a sponsor with decision authority, delivery or design staff, procurement or HR where relevant, accessibility expertise, and customers or employees affected by barriers.

Start on your own if helpful, then compare perspectives. One person’s reflection does not establish a culture across the whole organization.

Accessibility culture challenges in enterprise

Reflect. Find evidence. Choose a next step.

Your initial accessibility culture assessment

Think about recent work in the scope you choose. For each area, select the description best supported by what you know. “Not sure” is a useful finding.

Developmental assessment — not validated. These preliminary indicators reflect the six proposed ACLT organizational capabilities. The baseline is a planning aid, not a validated ACLT scale, maturity classification, certification, or technical accessibility or compliance result.

Each capability has one preliminary indicator rated 0–4. All six have equal weight. A full baseline is calculated only when all six can be rated; “Not sure” is an evidence gap, not a zero. These indicators are a new planning aid, not the study’s quantitative index or a validated survey.

What do the response options mean?
Not yet in place
We have evidence that this practice is not currently in place within the scope we chose.
Depends on individuals
It happens mainly through a particular person, extra effort, or repeated reminders.
Defined, starting to use
Expectations are documented and initial examples exist, but use or support is still inconsistent.
Repeatable with support
Clear expectations, ownership, and support are used in recent work.
Sustained and improved
Examples over time show the practice continuing across people or teams, with feedback used to improve it.
Not sure / need evidence
We do not have enough evidence, or perspectives differ. This is different from knowing a practice is absent.

Look for examples and exceptions. A written policy alone does not demonstrate that a practice is used.

Use process summaries. Keep customer records, employee details, proprietary work, and confidential case information in approved business systems. Responses stay in this browser and are not sent to the Institute or synced to your member account.

01Leadership Commitment

Leaders consistently prioritize accessibility through direction, resources, communication, and their own decisions.

Do executives and business sponsors consistently prioritize accessibility in customer and employee digital experiences, including time, resources, and support?

Think about: Recent priority decisions, allocated time or budget, leadership communication, and examples of leaders resolving constraints.

02Governance and Accountability

Structures, decision rights, policies, and oversight turn intentions into repeatable responsibilities.

Are responsibilities, decision authority, and escalation routes clear across the teams that shape customer and employee digital experiences?

Think about: Role agreements, approval criteria, purchasing requirements, escalation examples, and follow-up records.

03Organizational Values

Shared beliefs and professional norms make accessibility part of what people expect from good work.

Do everyday choices show that accessibility and the participation of disabled customers and employees are shared expectations, even when priorities compete?

Think about: Examples of trade-offs, team expectations, perspectives of disabled people, and decisions changed by that input.

04Workforce Capability

Knowledge, practical skills, collaboration, and support distribute accessibility capability across roles.

Can product, design, engineering, content, procurement, and support teams apply accessibility in their roles, collaborate, and obtain practical help?

Think about: Role-specific tasks, usable guidance, preparation time, specialist support, and completed work examples.

05Organizational Learning

Education, mentoring, feedback, reflection, and shared problem solving refine practice over time.

Do release reviews, customer feedback, and shared learning lead to shared learning and changes in how work is done?

Think about: Learning activities, mentoring, review notes, shared lessons, implemented changes, and follow-up evidence.

06Socio-Technical Alignment

Governance, technology, tools, workflows, and collaboration support accessibility throughout digital delivery.

Do product tools, purchasing, delivery checkpoints, and internal platforms support accessibility from planning through ongoing use?

Think about: Planning requirements, tool and template choices, procurement or release checkpoints, handoffs, and maintained services.

From reflection to practice

Take the next useful step.

Plan a focused pilot

Choose a manageable scope, agree an owner, and decide what evidence would show a change in practice.

Explore pilot programs →