What is it?

• A RACI matrix is a grid of activities mapped against the Responsible, Accountable, Consulted and Informed stakeholders.
• Its purpose is to create clarity across roles.

Why is it useful?

• As workplaces become more complex, project-based, and interconnected, clear role definitions are essential.
• A RACI matrix gives teams a practical way to describe multi-project work and how to deliver together effectively.

Objectives

• To help teams clarify individual, team and organizational roles and responsibilities.
• To identify and clarify personal accountabilities.
• To reduce misunderstandings between colleagues.

When would you use it?

• When there is confusion or conflict in a team or project about responsibilities.
• When accountability is unclear and work risks being duplicated or dropped.

Resources required

• Whiteboard, multiple flip chart sheets or large wall space.
• Packs of multi-colour Post-Its.
• Lots of pens.
• An open-plan room with space to walk around.

What does RACI mean?

• Responsible – The person or position doing the activity (the work).
• Accountable – The person ensuring the activity happens. If things go wrong, accountability sits here.
• Consulted – The person who must be asked before a decision or action.
• Informed – The person who needs to know after a decision or action.

Process

1. Choose one activity to focus on

• Decide whether to apply the matrix to a broad process (e.g. product launch) or a very specific issue.
• You can always build multiple charts if needed.

2. Identify activities or tasks

• Brainstorm all steps in the activity or decision-making process.
• Use one colour of Post-It notes to capture these activities and place them vertically in a list.

3. Identify key stakeholders

• Brainstorm all roles or people who need to be involved.
• Use another colour of Post-Its to capture roles and place them horizontally.
• Draw a grid with activities on one axis and roles on the other.

4. Decide: “as is” or “will be”

• Choose whether you are charting the current reality or designing the desired future state.

5. Populate the chart

• Use Post-Its with R, A, C, I to map roles to activities.
• If possible, use different colours for each letter.

6. Negotiate roles

• Compare perspectives and resolve differences as a group.
• Aim for a shared understanding of responsibilities.

7. Do a vertical analysis

• Look at each role and check balance:
  • Too many R’s?
  • No R’s or A’s?
  • Too many A’s slowing decisions?
  • Empty spaces?

8. Do a horizontal analysis

• Look at each activity:
  • No R’s? Is it really getting done?
  • Too many R’s or A’s?
  • Overuse of C’s or I’s?

The RASCI variation

Some groups add Supportive (S) to highlight roles that provide resources or assistance.

Secret Sauce

• Assign one R-prime (R1) if multiple people are responsible, to avoid confusion.
• Use A’s sparingly – the more A’s, the slower decisions move.
• Roles can be combined if realistic (e.g. someone can be both R and A).
• Encourage negotiation – the value lies as much in the discussion as in the final chart.