Do RACI’s Suck? I Think They Might.

Many managers swear by RACI models. At first glance, they seem like a solid idea: gather everyone, map out the value chain of an operation or project, and determine who and how parties should be involved.

They often emerge to address accountability issues or decision rights when there are differing opinions across functions.

But why do I feel uneasy about them? Why can't I recall an instance where a RACI worked as intended?

Reflecting on my response and mindset from various angles, I'm curious about your experiences. Have you found success with RACI models? To spark a healthy dialogue, here are some reasons why I believe they fall short:

1. What Do We Really Mean by Responsible, Accountable, Consulted, and Informed?
Few people question what these terms actually mean. Does "responsible" refer to the person doing the work or the competent role (grown-up) deciding? Does "accountable" mean the decision-maker, or is it just about who gets judged on the outcome? What about being "consulted" or "informed"? Are opposing views ever recorded?

2. The RACI Often Reflects Existing Power Dynamics - That Might be the Problem.
Whether it's a facilitated, full-day RACI session or a single-authored directive, the issues related to power dynamics remain. It's often a stage for a minority to assert their knowledge, rarely fostering the inclusive contributions intended. Consequently, the documented outcomes seldom capture what’s best for the organization or project.

3. It's a Control Mechanism That Offers False Comfort.
The urge to feel in control is understandable. Categorising future considerations neatly can give a sense of accomplishment, but how practical is it? Does it truly improve outcomes?

So, What Can We Do Instead?
Critiquing something without offering alternatives is unhelpful. Here are three ideas to move forward:

Understand Your Organization’s Risk Tolerance and Key Value Levers. This improves decision inputs, helping those responsible prioritize effectively when faced with too many tasks and too little time.

Consider Bain’s RAPID Decision Breakdown Instead of RACI. It’s more meaningful to know who provides input, who recommends, who needs to agree, who decides, and who performs the task.

Establish Regular Forums to Test and Resolve Assumptions. Large-scale projects often have decision registers. Incorporating a similar rhythm into your operations can significantly benefit project delivery and ongoing operations by regularly reviewing how assumptions are serving the team.

I’d love to hear your thoughts and experiences with RACI models or any alternatives you’ve found effective. Feel free to share your stories or reach out if you’d like to discuss how to enhance clarity and accountability in complex operations and projects.