Open strategy refers to the incorporation of a greater number of people in strategic conversations through inclusion practices. Open Strategy literature indicates four dimensions to analyze inclusion: motivation, scope, methods, and strategic process phases. Focusing on strategic process phases, this literature refers idea generation, initiative development, and strategic integration. This paper explores How inclusion develops in strategizing processes in a context of concurrent crises. Conducting an in-depth, comparative case study of two companies opening strategy to wider participation during crises, we adopt a practice perspective to reveal a process model depicting the configuration of inclusion practices across four phases – Preparing, Experimenting, Deciding, and Incorporating. The Preparing phase offers a vital starting point for designing participation and delegating leadership. By documenting evolving inclusion practices, mechanisms and actors, this research provides theoretical enrichment of the multidimensional dynamics of inclusion in Open Strategy. Practical insights also emerge on key considerations when engaging broader stakeholders in open strategy.