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International Master in

Leadership Innovationin Complex Systems

and

‘I think of LAICS as ‘the’ education when it comes to innova-tion. The educators and the teaching methods at LAICS work together in creating an inclusive environment that embraces all aspects of innovation. LAICS is therefore a way of thinking. It has given me a comprehensive view of innovation and process models, creativity, business models and psychology and of how people interact. The whole package, so to speak. But the most important outcome of attending and graduating from the course is probably that we can’t stop looking for new opportunities wherever we go. And it’s contagious!’

Jesper Hyhne Petersen, Innovation Consultant and Programme Developer, Danmarks Radio

‘The programme helps people acknowledge the fact that leadership is not easy; it is a very complex process, and if you want to be able to involve people in complex processes, it is very important to be true to yourself and to be well prepared. Through LAICS I have found the courage and knowledge to venture into something less safe but with a far higher level of ambition.’

‘LAICS has given me the required qualifications for a career change and has helped me develop skills that place me at the very centre of where innovation is defined and initiated.’ Ingrid Læsøe Fink, International Project Manager, Coloplast

Solving one problem often creates five new ones; this happens everywhere in today’s organisations. The key challenge is to develop the competencies that can help you think out-of-the-box and create the approaches and processes needed to innovate. This is the story behind the LAICS Master: To enable you and your company to navigate in a complex environment and to establish the organisation, business opportunities and external relations you need in order to succeed…

‘In reality I have been on a personal journey that has trans-formed my entire mindset towards innovation. Before I discovered LAICS, I thought that innovation was just about becoming good at getting ideas. Now I realize that idea generation is only a very small part of innovation. You need to deal with so many issues, both before and after getting the idea, that determine whether it will actually end up as an innovation!’ Mette Rødtnes, Manager Research & Innovation, Arkitema

‘LAICS has given me the opportunity to gain experiences from other fields of business. LAICS has changed my own language about innovation. It has provided me with practical coaching and guidance, working across a mono-professional culture in my company, using my everyday challenges as a case. In this way, my company gets value from my participation in LAICS.’

Pernille Weiss Terkildsen, Head, Health Department, Arkitema

INNOVATE

The research we have conducted shows that social fac-tors in modern organisations are often the key barriers for effective innovation leadership – from ideation and creativity to problem solving and decision making. There are many good models for managing innovation but the social relationships, the power and politics, the culture and the organisational and environmental complexity often end up destroying our best efforts. The core question arises: How can we turn social complexity to our advantage?

Unlike the more traditional innovation and executive Master degrees, LAICS is focused on how to create and lead innovation in complex systems. The degree is designed for managers, senior project managers, and key specialists who work with innovation and business development. Dealing with the leadership challenges of today, you will practice the social skills necessary to lead yourself and others to effective innovation that adds value to your company.

The universities behind the LAICS Master constitute a cross-cultural team, and we aim to let your organisation benefit from this when we help you build and lead inno-vative networks. It will be networks inside and outside organisations, nationally and internationally – networks consisting of colleagues, customers, community leaders, and trendsetters. You will learn how to work with the social dynamics of organisations, how to make them part of the solution rather than the problem.

‘At the start I thought this was about constructing/leading product development. As we have progressed my focus has changed towards an understanding of which building blocks make for an innovative organisation. I now think of innova-tion as a process of learning and not only as an automated system and structure process, which would be the belief of the engineer.’

Carsten Damgaard, Project Manager, Post Danmark

ThE LAICS STOry…Your organisation has struggled hard to bring together some of the world’s cutting edge trendsetters. Great ideas are everywhere. Yet, the divides and com-

munication barriers between the different professional cultures are leading to major conflicts. Some of the key people are even threatening to leave. Through

a series of re-framing exercises and skillful re-designing of the organisational structure, you manage to turn the cultural differences into a key innovation driver. Your organisation becomes ‘the place to be’, and now the top talent is knocking on your door…

The Master in Leadership and Innovation in Complex Systems is a partnership between Copenhagen Business School and Department of Learning at the Danish School of Education/Aarhus University.

Applicant ProfileYour work is tied to the future competitiveness of your organisation. You have chosen a career track as Innovative Organisational Leader, Functional Leader, major Project Leader, or Key Specialist. You are an up-and–coming or established leader in your professional discipline, be it in R&D, Sales & Marketing, Finance, Logistics, Operations, Human Resources, Informa-tion Systems, Engineering, Strategy Development, Organisational Development, Legal Support or any other professional area. You already have experience with traditional management thinking in business and innovation. Now you are ready for the next level: through a significant development of your innovative problem solving and leadership skills, you want to enhance the competitiveness and value proposition of your organisation and give your career a strong push forward.

Your InnovATIon SkILLS

At the LAICS Master Programme you will encounter new thinking and acquire competencies that will help you become an innovative leader able to:

BOOSTLeAd• Create and lead through productive

relationships based on trust and respect • Leadprocessestoachieveinnovativeresults

in dynamic work environments• Demonstrate personal leadership by providing

direction, communicating expectations and providing constructive, inspiring feedback

• Leadyourselfinwaysthatwillhelpyou lead others

neTwork• Buildandmaintaininnovativenetworks

inside and outside the organisation, locally as well as globally

• Makeyourcustomersandotherkeystake- holders an integrated part of the innovation process in order to create targeted results

CoMMunICATe • Developbetterpresentationalmethods:

models, frameworks and symbols• Improveinnovation-basedcommunication

flows in complex systems• Representyourselfandotherstakeholders

in more effective ways

InnovATe • Locate,frame,andworkwithcomplex

problems in ways that maximise innovation opportunities

• Discover,effectivelyworkwith,anddevelopa wide range of innovation tools, frameworks, and practices

• Matchpeopleandideastoformbreak-through, radical innovations

• Formgenerativeportfoliosofproblems, inspiration sources, and innovation initiatives

CreATe reSuLTS• Turninnovationideasintoeffectivebusiness

models and plans• Createandcommunicatetheconnection

between the innovation process and the strategic goals of the company

• Navigatethepoliticallandscapeofthe organisation and use it to produce the desired results

•Workwithvaluecreationandappropriation as simultaneous challenge

deSIGn • Designandimplementlifefulorganisational

structures that stimulate innovation• Designprojectsfromavarietyofcomplexity

and innovation viewpoints• Createphysicalenvironmentsthatstimulate

complexity-based innovation

‘The future is defined by those who seize the opportunity’

Flemming Vang Sparsø, Senior Manager, Technology and Business Development, Danisco

Seminar – innovation ProceSSeS

The topic of this seminar is innova-tion processes and the demands they present for the leader. Emphasis will be on how to choose between different innovation models and approaches. You will acquire building blocks that can be used to create customised approaches for your organisation. You will be able to analyse the innovation process in your own organisation and look for ways of improving this. You will explore your personal preferences when leading groups and processes in a changing context. This will lead to an examination of how social relations both support and hinder the innovative processes.

Your comPanY will gain:

People who are conscious of their key innovative potentials and are able to leverage their strengths to become leading catalysts for innovation and change.

Seminar – creativitY and ideation

Finding the new can be hugely excit-ing. So much so that we can end up pushing out the old and bringing in the new just for the thrill of it. We will look at the countless ways actionable ideas can be generated through the use of various techniques and methods. It is easy to become wrapped up in the ex-citement of ideas and loose sight of the problems they should resolve as well as the ability to evaluate whether they will actually make radical innovation possible. Through a ‘deep dive’-process which activates all of our senses, we will practice transcending the mental programming of groups and organisa-tions.


People who are adept at finding effec-tive ideas and who focus on creating an environment that makes radical innova-tion possible in organisations.

Seminar – creating SPace for innovation

This seminar is aimed to improve the understanding of the intra- and interorganisational landscape sur-rounding the innovation process. We will explore how an organisation works with networks as innovation and learn-ing mechanisms, and how these can further the change process. And we will focus on the ability to analyse power bases and positions from an organisa-tional perspective, hence enabling an enlarged space of action to be created in and around the organisation.


People who can work with the increas-ing uncertainty of everyday life in an organisation and who can turn poten-tial into a constructive process.

Seminar – the PractiSe of inno-vative BuSineSS develoPment

There are many innovative approaches. To help you turn a given approach into value creation for the company, we will discuss the analysis and management of new business models. We will look at the challenge of developing the busi-ness plan and how to take it through the organisation to implementation. This will be drawn together in order to sharpen the arguments we use when we apply for resources internally and externally.


People who can both evaluate the business potential and consequence of new ideas, and lead this process across organisational areas.

Seminar – communication, Power and innovation

At this seminar you will examine the interplay between power, diversity and communication in order to increase the potential for innovation in your organisation. You will be introduced to complexity theory as well as new social psychological concepts from social constructionism, poststructuralism and narrative psychology. And you will reflect on how changing your optics can influence sensemaking in your organisation.


People who can lead innovation effectively through communication and power analysis.

Seminar – mental and PhYSical SPace for innovation

How can we create well organised innovation environments that build positive energy and social well-being? We will examine mental and physical spaces for innovation both in relation to individual and team processes – and we will investigate the connection between the two: How does physical space affect mental processes – and vice versa? How can model making, prototyping and sketching support imagination, ideation, communication and innovation?


People who stimulate innovation by creating space for out-of-the-box think-ing and ground-breaking results.

Seminar – front edge innovation

We will be looking at global trends - how to make sense of them and how to navigate them. What is emerging outside organisations and how can we tap into it and make the boundaries of our organisations more transparent? The market is created as an intersection of customers, politics and companies interacting and communicating. We will discuss how to enter this dialogue and how to influence and shape it. We will investigate how leadership styles and paradigms might change due to these trends.


People who have a good grasp of large scale developments and who can help your organisation scout and navigate within important macro-level trends.

Seminar – leading authenti-callY in a gloBal culture

You will work on developing and articu-lating your own innovative leadership story, forming a creative and authentic leadership style that is fit for dealing with high complexity. You will be chal-lenged to work with guiding principles of leadership in order to create new ways of dealing with command and control. You will sharpen your ability to put trust and respect at the centre of your personal leadership style.


People who act and see leadership as leading oneself as well as leading peers, stakeholders, and customers – including people over whom they have no official leadership authority.

Seminar – leading the cuStomer relationShiP

Examining ways to involve existing and future customers we will establish an overview of user-driven approaches to innovation. You will practice designing the process for energetic meetings and for bringing customers into meaningful relationships. We will build competen-cies in hosting and facilitating networks and large groups.


People who focus on creating value for their organisations through innovative and meaningful relationships with cus-tomers and other critical stakeholders.

module 1: creating innovative organiSationStoday’s dilemma in organisations is to balance innovation with the need for instant results. the best organisations are those that nurture creativity and make the inherent constraints in its environment work for it instead of against it.

module 2 – the BuSineSS of innovationat the end of the day, true innovation is when innovation adds value, be it profit, sustainability or perceived improve-ments for the business and its customers. the leading businesses are those that experiment with new ways of value creation through embracing diversity – both mentally and physically.

module 3 – leading innovation in a gloBal environmenttoday’s world being global and local at the same time gives rise to new types of challenges. Both private and public or-ganisations need to create innovative ways forward to identify leadership approaches that open new possibilities instead of closing them. what can organisations learn from individuals and organisations working globally and at the front edge?

The journey To your InnovaTIon MasTer The programme, and the sequence of the seminars, may be subject to change based on participants’ innovation challenges, learning needs and resources.

module 4 – maSter theSiSThe module comprises the writing of your Master thesis. The thesis will be based on a portfolio where different projects and learnings are woven together, addressing key strategic challenges concerning innovation in your organisation. InnovaTIon MasTer

‘through laicS i have developed leadership qualities. my initial expectations were that the course would provide me with tools for innovation. and it did. But in addition to that, and more importantly, the programme has given me an education in leadership.‘

Mette Rødtnes, Manager Research & Innovation, Arkitema

‘To understand innovation we have to get it under the skin. And the LAICS programme does exactly that. Here it is learning by doing and experiencing and feeling – not only listening.’

Jakob Stolt, Regional Director, IDEA Copenhagen

The LAICS LeArnIng journeyThe LAICS learning approach combines a multitude of pedago-gical elements all aimed to help the participants become reflective practitioners. This means that we provide a theoretical understand-ing of the topics that will not only equip you to evaluate current prac-tises and tools, but also to develop your own tools.

The LAICS learning journey is engaging and explorative in order for you to gain first-hand personal experience as material for reflec-tion and dialogue. The seminars are residential (3½ days) and located in beautiful settings hence creat-ing a highly stimulating learning space. An essential feature of this space is building a learning culture and having this culture nurtured by ‘gardener’ leadership. The social relations thus become strong and continue to develop between seminars. Each seminar is carefully designed to introduce the topics in intellectually as well as emotion-ally engaging ways. In addition, the

seminars offer space and time for reflecting and writing in the LAICS learning journals.

As a LAICS participant, you will experience everything from arts based work (theatre, bodywork, music) to discussing theories, frame-works and models, working with participant cases, master classes, per-sonal development, journal writing as well as more traditional lectures and group work exercises.

The LAICS learning approach emphasises collaboration and co-creation, distributed leadership, and self-organisation. To stimulate ener-getic new thinking, the participants represent a wide range of diverse background; bright people from a variety of industries, professions, cultures, positions, and countries are brought together. Modules are socially rich and heavily experiential, aimed at forming connections that will last long after the programme ends.

‘If I were to start all over and redo my LAICS master’s degree, I would espe-cially look forward to the mixture of the concrete, the playfulness, the know-ledge, the appreciative approach to both the theories and the difficulties we encounter and, of course, to being in a place with a really good atmosphere. It is a real shot in the arm.’

Pernille Weiss Terkildsen, Head, Health Department, Arkitema

‘One of the things I find great is how many different learning approaches we have experienced – hardly any of them have been similar in the different modules. We have tried everything from the classical lecture methodology to methods from the world of arts.’

Carsten Damgaard, Project Manager, Post Danmark

FACuLTy

nAnCY AdLerProfessor of International Management at the Faculty of Management, McGill University Montreal, Canada.

roBerT AuSTInAssociate Professor, Harvard Business School, USA and Visiting Professor, Copenhagen Business School.

dAved BArrYBanco BPI Chair of Creative Organiza-tion Studies, School of Economics & Management, Nova University Lisbon, Portugal and Adjunct Professor in Creativity and Leadership, Copenhagen Business School.

John BeSSAnTProfessor and Chair in Innovation and Technology Management, Imperial College London, UK.

JACoB BuurProfessor Mads Clausen Institute, University of Southern Denmark.

LoTTe dArSøAssociate Professor in Innovation, Department of Learning, Danish School of Education/Aarhus University.

SILJe kAMILLe frIISExternal Lecturer, Department of Learning, Danish School of Education/Aarhus University.

CoLIn funk Director of Creative Development, Leadership Development Programme, The Banff Centre, Canada.

PAMeLA PAquIn hALLResearcher and facilitator at The Society for Organizational Learning’s European Sustainability Group, Pioneers of Change, and The Falkland Centre for Stewardship.

dAnIeL hJorThProfessor Entrepreneurship and Inno-vation Management, Department of Management, Politics and Philosophy, Copenhagen Business School.

PIerS IBBoTSonDirector Directing Creativity, Fellow of the Royal Society of Arts and Visiting Fellow, University of Kingston, UK.

hAnS SIGGAArd JenSenHead of Research and Education, Danish School of Education/ Aarhus University

SuSAnne JuSTeSenPhD, Innoversity Copenhagen.

voLker MAhnkeProfessor of Innovation and Strategy at the Department of Informatics, Copenhagen Business School.

MeTTe MønSTedProfessor at the Department of Management, Politics and Philosophy, Copenhagen Business School.

nICk nISSLeYExecutive Director, Leadership Development Programme, The Banff Centre, Canada.

MIhA PoGACnIk Violinist, Slovenia.

IB rAvnAssociate Professor, Department of Learning, Danish School of Education/Aarhus University.

ALf rehnProfessor and Chair of Management and Organization, Department of Busi-ness Studies, Åbo Akademi University, Finland.

oTTo SChArMerAssociate Professor MIT Sloan School of Management, USA and Visiting Professor at the Centre for Innovation and Knowledge Research, Helsinki School of Economics, Finland.

PATrICIA ShAw Associate Director and Founding Fellow of the Complexity and Manage-ment Centre at the Business School of the University of Hertfordshire, UK.

rALPh STACeY Professor of Management at the Busi-ness School, University of Hertfordshire and Head of the university’s Complexity and Management Centre, UK.

dorThe STAunæSAssociate Professor at the Department of Learning, Danish School of Education/Aarhus University.

MorTen ThAnnInG vendeLøAssociate Professor at the Department of Organisation, Copenhagen Business School.

MArGAreT wheATLeYPresident Emeritus The Berkana Institute, USA

SuSAn wrIGhTProfessor, Department of Education, Danish School of Education/Aarhus University.

More InforMATIon AT www.LAICS.neT

‘The faculty has adapted the course to the

business world. The course has been organized

in such a way that I was able to base my

assignments on actual problems at work.

This meant that my company and I had the

luxury to work even more in depth with actual

challenges at work. Also, the intense seminars,

away from our everyday lives, made it easier

to stay focused and work effectively. ‘

Kristine Schmidt,

Innovation Manager, Rynkeby Foods

enTrY requIreMenTS

ApplicantsshouldholdaBachelorsDegree(orequiva-

lent) and be able to document at least three years of

professional (post-university) relevant work experience.

Since the programme is taught in English, fluency in Eng-

lishisexpected(documentedIELTSscoreo

fatleast6.0).

APPLICATIon ProCedure

Applicants should submit a written application using

the application form, which is available at www.laics.

net, along with copies of relevant diplomas. Eligible

candidates will be invited to a guidance talk with a

faculty member. Notification of acceptance will be given

subsequently.

APPLICATIon deAdLIne

The following modules of the LAICS Master can

be completed separately and in any order: Module

1 – Creating Innovative Organisations, Module 2 –

TheBusinessofInnovationandModule3–Leading

Innovation in a Global Environment. Module 4 – The

Master Thesis must be the final module. Participants

apply for each module separately. A module comprises

one semester. Modules 1 and 3 are offered during the

autumn semester and modules 2 and 4 are offered dur-

ing the spring semester. The application deadline for

the autumn semester is usually 1 June in the same year

and for the spring semester 1 November of the preced-

ing year. Please check www.laics.net for exact dates and

Study Regulations.

TuITIon fee And AddITIonAL exPenSeS

Please check www.laics.net for the exact tuition fee

of a given module and for any additional expenses.

Additional expenses include expenses for travel,

accommodation, study materials etc.

The Master of Leadership and Innovation in Complex

Systems (LAICS) is a two-year part-time Master Pro-

grammeresultingin60ECTS(EuropeanCred

itTrans-

fer Systems). After successfully completing each module,

theparticipantcanobtainacertificatew

orth15ECTS.

Each of the first three modules consists of three inten-

sive seminars. The duration of each seminar is typically

3½ days - with four to six weeks in between. The fourth

module – Master Thesis comprises one seminar and a

supervision process resulting in the written Master The-

sis. In addition to the modules, participants are expected

to spend between five and ten hours on homework

each week. The workload consists of required reading

(1.200pagespermodule),journalwriting,writtenmini

projects, and a Master Thesis.

‘We have the best teachers and are presented to

the newest research – hence the research that

is on the edge. It is a solid education that has its

roots in the institutions that know the most about

innovation in Denmark. At the same time it is an

education that dares to move beyound traditional

thinking and looks at innovation from new and

different angles. That is extremely inspiring.’

Jesper Hyhne Petersen, Innovation Consultant

and Programme Developer, Danmarks Radio

ENrOLMENT INFO

‘Through the programme I think a lot of us have

gained friends and colleagues for at least the

rest of our career with whom we can share both

professional and social challenges. That is a huge

strength. It is all about relations between people

and if that is missing you can forget everything

about being innovative.’

Pernille Weiss Terkildsen,

Head, Health Department, Arkitema

International Master in

Leadership Innovationin Complex Systems

and

ConTACT InforMATIon:

Master in Leadership and Innovation in Complex Systems

Department of LearningDanish School of Education/Aarhus University164 TuborgvejDK-2400 Copenhagen NVDenmark

Tel: +45 8888 9959www.laics.net

LoTTe dArSøStudy [email protected]

hILde BoLLenProgram [email protected]

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