Open Innovation is widely explored, and many technologies are developed to support the involvement of stakeholders in its distributed co-design process, i.e. when actors work asynchronously and at a geographical distance. One of the fundamental parameters for the success of distributed collaborative approaches is the trust that the actors have in each other, in the current process and in technology. However, practitioners make little use of trust as a parameter for piloting and supporting co-creation of value. The lack of understanding of the mechanisms involved seems to explain this situa-tion. Using a multiple-case-study analysis of co-design in the field of energy, this paper proposes to identify the levers in Living Lab favouring the trust between stakeholders. In addition to practical illustration, this paper provides a first co-design project management framework for practitioners, through the development of the “Co-coon Matrix”.