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Lessons from Science Museum Group, Oodle Car Finance and Pinsent Masons

After we deliver a Neurodiversity Lunch and Learn, Neurodiversity Understood for Managers or Neurodiversity Understood for Colleagues, we see EDI and people teams take practical steps towards neuroinclusion, shaping cultures where all neurotypes are understood and supported. A neurodiversity employee network can play a key role in this work. When designed well, networks provide a structured way to listen to lived experience, identify practical barriers, and support neurodivergent employees in a consistent and visible way. They can also help create a culture where people feel more confident being open about their neurotype, without placing responsibility on individuals to educate others.

Neurodiversity employee networks can connect people, surface practical issues, and help turn awareness into action. Here are three practical lessons from networks that are doing this well.

1. Design the network around real working lives, not ideal ones

Science Museum Group

At Science Museum Group, the neurodiversity network had to work for a very mixed workforce. Some colleagues are desk based with access to Teams and email. Others work front of house, on the floor, or as volunteers with limited access to IT.

That reality shaped how the network was designed. Chris Valkoinen and Robyn Main explained that communication could not rely on a single channel, because “not every colleague has access to the same systems in their daily role.”

Instead of assuming what people needed, the network focused on flexibility. Meetings run every couple of months rather than frequently. Sessions are recorded so people can watch later. Updates go out in different formats so colleagues can engage in ways that suit their role and energy.

Just as importantly, the neurodiversity network was clear about boundaries. Chris was explicit that the network should not become an unpaid consultancy or an extra workload for members. “We’re really careful about saying we can contribute in some limited ways, but we’re not a replacement for the work the organisation should be doing.”

That clarity has helped the network stay sustainable and respected.

Practical takeaway: design around how people actually work, not how you wish they worked, and be clear about what the network is and is not responsible for.

2. Emphasis on psychological safety

Oodle Car Finance

At Oodle Car Finance, the neurodiversity network created “unmask and chill” sessions. These sessions give colleagues permission to show up as they are, without pressure to perform, explain or manage impressions. Cameras can be off, movement is fine, and people can talk or simply listen.

Victoria Lay and Jemma Gosling described the impact clearly. In these sessions, people feel “seen” and “heard”. That sense of psychological safety has helped colleagues build trust and realise they are not alone in their experiences.

The neurodiversity network then added more structured meetings alongside these sessions to focus on priorities and next steps. This balance has helped Oodle maintain engagement while still turning conversation into action.

Practical takeaway: protect safe, affirming spaces, but add enough structure and clarity that people can see progress

3. Keep it grassroots, but secure senior endorsement to unlock change

Pinsent Masons

At Pinsent Masons, the neurodiversity network has grown steadily because it has stayed member led. Lauren Moore, co-chair of the network, described it as “a movement that has developed over time building on the hard work from chairs in the past and its former and present-day members. Our members’ roles span across a range of areas of the business, not just lawyers, which is crucial to the overall success of the network and contributes directly to its inclusivity” she said.

The grassroots energy shows in the network’s activity. Members organise well attended panel events where colleagues share diagnosis journeys and lived experience. These sessions regularly attract hundreds of attendees across the firm because they feel authentic and relevant.

At the same time, the network has worked hard to translate conversation into change. This requires persistence with key stakeholders to ensure meaningful change takes place, “it is important that the network works in tandem with our fantastic DEI and Responsible Business colleagues to ensure we create a coherent vision for the future of the network and our work is promoted across the firm to encourage real action”, Lauren said.

That endorsement has helped the network influence meaningful outcomes, including access to neurodiversity diagnosis through workplace health insurance and progress on neuroinclusive recruitment practices. The network has combined member led energy with visible senior support.

Practical takeaway: keep the network grounded in lived experience, and work closely with senior leaders who can help to turn ideas into action

Across all three organisations, these networks show what effective practice looks like. They balance psychological safety with direction, protect members’ capacity, and focus on tangible outcomes.

When Neurodiversity Employee Networks are supported and trusted, they can become a powerful driver of change. They help organisations listen better, respond more thoughtfully, and embed neuroinclusion into everyday decisions. Over time, networks can reinforce and extend the impact of training, turning awareness into consistent day to day practice.

For organisations committed to building a genuinely neuroinclusive workplace, a well-supported neurodiversity employee network can turn good intentions into visible, lasting impact.

Contact us if you would like to talk about how to start the neurodiversity conversation in your organisation, or how to embed neuroinclusion across teams and everyday processes.