We solve systemic social problems that exists around the world by understanding and leveraging the powerful interdependencies that exists between all stakeholders.

About us

  • Open Impact Systems (“OISYS”) is a social impact research organisation. OISYS is incorporated in Tokyo, Japan.
  • OISYS’ goal is to apply complex systems science to social risk management strategies.
  • OISYS is a laboratory focused on societal innovation and prototyping.
  • OISYS views the intertwining of systems (economic, social, political, cultural, natural etc.) as a defining feature of our reality.
  • OISYS seeks positive impact for society by leveraging the potential of the systems.
  • OISYS is committed to the open sourcing of all its research, tools and techniques in order to maximise impact.

Key activities

  • Ethnographic research to unveil the complex interdependencies that exist between individuals, issues, support organisations, government, and beyond. Social Science research to understand the complex mechanisms that exist in communities and societies.
  • Data Science research to allow large amount of data gathered to be analysed.
  • The key objective of our projects is to create an easy to use, very high-content and high-context visualisation describing the complex social systems that exist around issues, organisation, or region.

Challenging the Status Quo

  • Opening up the silos of micro value chains, departments, and institutions, distributing the risk away from those who can not afford the risks. Innovations made are difficult to scale outside of the silos because silos were specifically designed to keep information and knowledge from leaving the silo.
  • The “biggest” participant dominates the policies and practices within value chains. In a complex system such as Value Chain, this introduces significant liability for the entire system as all participants look for innovation to come from the dominant participant. Distribution of assets, knowledge, innovations and liabilities will eliminate this risk.
  • Interdependencies on other vital participants are not understood. Mapping of the key players who provide values and liabilities to the value chains allows us to pinpoint the pinch points and leverage points.
  • While a lot of efforts have been made to design a more efficient and just systems, the reality is far more complex for any systems designers to design an incumbent system. Our hypothesis is that it is far more powerful and scalable to devise a way to understand, in a more realistic way, what is happening when a “problem” occurs, how they are solved and how they are prevented from happening again.