
I see 1: Build a culture of trust and respect between people; people feel safe about challenging assumptions
Danes and Swedes are bold in conceiving ideas and trying them out.
Nacka Community: children encouraged to question actively and respect diversity and individuality. Teachers are facilitators of learning and comfortable learning from children.
Lars Kolind, CEO of Oticon, removed the hierarchical middle management. Officers were allowed to choose or bid for projects to work on, people whom they like on their team, and mentors to seek guidance from.

I see 2: Co-creation
Design is core Danish strength
Key design principle: include perspectives of customer/ end-user.
IT-University: Inputs from alumni, students, employers and faculty members gathered to inform curriculum development. This spawned the idea of virtual collaboration with Peking Uni.
MindLab: Policy formulation includes conducting ethnographic studies before concept development. Users are also engaged to validate relevance, value and interest of ideas before full implementation.
Bosch & Fjord: Consultants have a process to understand user-needs when designing spaces and a process to help users to learn to use spaces differently.
I see 3: Collaboration and network as multiplier, not burden. Permeability of boundaries breeds innovation
Collaboration helps to overcome size constraints, tap into expertise of others, and provoke alternative ideas.
Hyper Island and Kaospilot: Collaborative behaviours and competencies emphasised. Hyper Island: 4 weeks of team-building); Kaospilot (close ties among graduates across the globe to collaborate on projects)
INDEX: Overcame budget constraints to host delegates in Danish homes instead of conventional ballroom.
LEGO: allowed fans to modify Mindstorm products; fans helped in product development in lean times.