Creating Organisational Changes to Support Gender-Responsive Innovation: Implementing GILL Tools for Organisational Change

Abstract

Gender inequality in entrepreneurship and innovation (E&I) persists as a significant barrier to harnessing the full
potential of diverse talent across Europe. The Gendered Innovation Living Labs (GILL) project seeks to tackle these barriers
by providing over 40 practical tools and methods aimed at fostering gender-sensitive changes throughout the organisational
and E&I lifecycle. These tools, which have been tested in 15 case studies across Europe, focus on addressing systemic biases
that often go unnoticed but significantly impact gender equality, particularly in key decision-making spaces. This paper
focuses on two case studies from the GILL project, highlighting how gender-responsive tools and methods have been
successfully implemented to change organisational practices and foster inclusive cultures of innovation. The
Experimentarium, a Danish science centre, which has adapted its programs, exhibits, and practices to create a more inclusive
environment for both employees and visitors, demonstrating how inclusivity can shift the culture of an entire organisation
and The NIHR HealthTech Research Centre in long term Conditions (Devices for Dignity) in the UK, which has interrogated its
own practices to explore gender biases in new and developing heath technology innovation. A central theme emerging from
these case studies is the critical role of change agents in driving gender equality initiatives within organisations. Change
agents, particularly women in male-dominated sectors, face unique challenges such as lack of authority, confidence, and
resistance from colleagues. Their success relies on strong support networks, mentorship, and organisational buy-in. This
paper argues that gender inequality should not be framed as a “women’s problem” but as a broader societal issue that affects
everyone in the workplace). By integrating gender-responsive practices into organisational processes and leadership,
organisations can foster a more inclusive, innovative, and productive environment. Ultimately, the findings demonstrate that
fostering gender inclusion is not just an ethical imperative but also a strategic advantage, enhancing organisational
performance and driving societal change. The paper is organised as follows: it begins with the theoretical framing, followed
by the methodology, then presents the results, and concludes with a discussion on the implications for both practice and
research.