"Inclusive Globalization" as a beneficial solution to all became an important topic at the 2019 Davos summit. Niels Lunde, Editor-In-Chief of the leading Danish business newspaper, Børsen, points out that Danish summit participants, such as CEO of Novo Nordisk, Lars Fruergaard, Chairman of LEGO, Jørgen Vig, CEO of Ørsted, Henrik Poulsen and Chairman of the Carlsberg Foundation, Flemming Besenbacher, truly have something to offer – as the Danish culture is built on collaboration, finding broad solutions and ensuring that "only a few have too much and even fewer too little", as expressed by national poet N. F. S. Grundtvig.

There is a great deal of merit in providing a Nordic answer to what is essentially an American question. Managerial tools such as Command-and-Control, Specialization, Capital-Budgeting and Pay-for-Performance were invented over 100 years ago, and put effectively to use at Henry Ford's iconic car factory in Detroit. But what needs were these tools invented to address? Basically, they were aimed at prompting human beings into acting as programmable robots. At the assembly lines. And in the endless budget and control routines.

It was an integral part of the industrial revolution to reduce human beings to robots, and companies to mechanical constructions. The adoption of these principles transformed the U.S. into the strongest economy on Earth, and American CEOs and business scholars into superstars. Executives and business students from all countries in the world undertake pilgrimages to American business schools. Genuinely Nordic companies design their strategies and organizations using American models and conceptions of effective management. And their meeting rooms are named after American business professors such as Peter Drucker, Michael Porter and Gary Hamel.

The cultural chasm between nations

Professor Hamel from the emblematic Harvard Business School is about to release his latest book, Humanocracy, as a showdown with bureaucracy and a blueprint for creating organizations as amazing as the people inside them. In a world where, according to Gallup, only 13% of the workforce are engaged in their work, there certainly seems to be a compelling case for something new.

But will it come from Harvard and Professor Hamel? It might. Most certainly, it will come from the Netherlands and Professor Hofstede.

The latter is known for his groundbreaking research into the cultural differences between nations. Let me highlight two of the dimensions in his research; "power distance" and "masculinity". The first of these dimensions is defined as the extent to which the less powerful members of a society expect and accept that power is distributed unequally. It is worth noting that Americans expect and accept more than double as much inequality as Danes.

On the other hand, the masculinity dimension indicates whether a society is driven by masculine values such as competing against and winning over others, or by more feminine values such as collaboration, caring for others and quality of life. It is not surprising that Americans have more masculine values than Danes, but it is perhaps surprising that the distance between the two is over 200%.

We need win-win situations

It is obvious that the Danish approach offers something valuable given the challenges discussed at the summit in Davos. Because we do not need increased distance and inequality between the people in power and executives on the one hand and ordinary people and employees on the other. On the contrary, we need dialog, inclusion and coherence. In the same way, we do not need more zero-sum and winner-takes-all situations. On the contrary, we need win-win situations for the planet, its companies and its people.

In 1850, the Danish pastor, poet, philosopher, teacher and politician N. F. S. Grundtvig, who was one of the most influential people in Danish history, wrote that the Danish tongue one day would become far more famous than the Danish sword. The time has come to deliver on this prophecy.