• Describe relevant issues presented and discussed in the course
• Evaluate different models, methods and theories, possibilities and limitations
• Argue for the choice of models, methods and theories to handle concrete issues covered in the course
• Demonstrate command of business complexity using a selection of models, methods and theories in concrete contexts
• Reflecting on the theory and practice in business complexity

According to the Global CEO Study (Capitalizing Complexity from 2010 and Leading through Connections from 2012) , enterprises are increasingly experiencing greater complexity. That be in internal processes, project portfolios, customer relations (consumers, prosumer and presumers ) , relations with competitors and / or partners , government and other stakeholders. But also the increasing use of ICT to handle business, local and big data, information, information exchange, knowledge sharing across countries, cultures and languages ​​, etc., indicates that businesses are often working under extremely complicated, complex and sometimes chaotic conditions. Best practices often turn out to be short-term gains with long-term implications, and many companies therefore use many resources to introduce new initiatives, trying to handle or reduce current problems, which again can cause new uncontrolled complex conditions.
 
Heterarchical organizations that optimize their core competencies through collaboration in networks through ICT, seems to have an ability to handle a greater degree of complexity. Some of them even seek an increase in complexity, to promote learning, experimenting in the market and increase strategic opportunities.
 
The increased awareness of business complexity and the problems and opportunities it brings, is now also identified in some academic circles. The neo-positivist business theory that is mainly investigated (and primarily taught) is mainly based on a post-industrial business logic that does not correspond to the circumstances contemporary businesses operate in. There is a need for new models, theories, techniques, and in particular: mindsets, which correspond to the complex situations, many companies find themselves in.
 
This course presents a series of models, methods and theories to handle (and not just reduce) business complexity. This is done through recent case studies, as well as newer theories that provide deeper insight into collaboration, networking, decision making, strategic alternatives, philosophy of science, critical analysis techniques, etc., which in combination offers a new mindset for handling business complexity.
 
Input
Students are welcome to contact teachers with questions, comments and / or suggestions for topics concerning the course.