Open Options counts many of the world's leading companies as clients and has worked around the world to tackle complex, multi-player problems in a wide variety of industries.

Not industry specific

The Open Options Process is not industry specific. It can be used to build management consensus and make better strategic decisions in any industry where there are multi-player problems.

Our clients include organizations across a wide spectrum of industries including: 

Besides helping many Fortune 500 companies, Open Options has helped smaller companies, private companies and companies based in Europe and Asia.  A more complete list of applications and issues where the Open Options Process has been used successfully is also available.

Open Options has clients around the globe

The Open Options Process is not limited to a Western, financial return focused mindset. Our process has proven effective in many countries and cultures around the world (highlighted in blue). It can accomodate personality-driven decisions, different cultural decision making styles or even apparently "irrational" stakeholders.

Your issue specific knowledge - Our game theory expertise

Open Options is able to work in such a wide variety of industries and countries because Open Options realizes that a consultant's experience in an industry is no match for the situation-specific, company-specific and industry-specific knowledge of a group of 8 to 15 experts from the client side. By combining our client's issue-specific knowledge with Open Options' game theory expertise, structured processes and experienced facilitation, Open Options can capture the critical information without having to conduct lengthy interviews or "learn on your dime".

Application specific

Despite Open Options' long list of clients and the variety of industries where we have worked, the Open Options Process does not apply to all problems. It is an application specific solution to problems where there are multiple stakeholders who can influence the final outcome of the situation.

For example, internal decisions such as departmental reorganization or deciding between two research paths based on their technical merits do not require game theory analysis because they are often internal debates with little uncertainty surrounding the reaction of competitors, governments, distributors or suppliers.

However, if there are three or more stakeholders in a situation who can act strategically, have actions that matter to the other players and whose actions are not a foregone conclusion, the situation is a multi-player problem. These problems are more common than many managers realize and can benefit from a systematic, game theoretic approach.

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