The RACI Matrix (Responsibility Assignment Matrix) is an approach to describe the roles of individuals in processes where multiple actions are conducted in sequence or not, and for which owners and roles are determined. By identifying these roles, teams can be more effective, faster, and more reactive.
In marketing, sales activities, and many other roles, processes are often critical to performance and speed of reaction. The RACI Chart is an evident addition to a section on the decision-making process.
The RACI is an approach to describe the roles of individuals in processes where multiple actions are conducted in sequence or not, and for which owners and roles are determined. By identifying these roles, teams can be more effective, faster, and more reactive.
In marketing, sales activities, and many other roles, processes are often critical to performance and speed of reaction. RACI is an evident addition to a section on the decision-making process where teams must collaborate on many marketing activities such as scorecards, project planning, marketing plan creation.
With a RACI, by clearly defining “who does what and when,” each contributor can identify their expected actions and timelines.
Process issues can be identified and corrected, often through process adjustments, clarifications, or division of steps. Developing a RACI for a process addresses the need to clarify who is responsible for what, ensuring the establishment of a stable process.
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The benefits of employing RACI are manifold:
When evaluating a program or process (Decision Project Prioritization), it is important to analyze the roles and responsibilities of each team member. What are their expectations? Are the steps clearly defined, and can transitions be identified? What are the roles of each individual at each stage of the process?
A more detailed definition can be found on Wikipedia – Responsibility Assignment Matrix.
Responsible: The “Responsible” individuals, including the “Accountable” person, are responsible for executing the step properly. They deliver the required outcomes according to the objectives set for the step. They work closely with other team members, consulting with the “Consulted” team members for recommendations, which are considered, and informing the “Informed” about their progress (Place Skills and Competencies).
Accountable: The “Accountable” person is the ultimate owner of the step’s execution and is the individual who signs off on it. Within a team, there is only one “Accountable” person for a step, and this responsibility cannot be shared (Decision Stakeholder Analysis).
Consulted: The “Consulted” individuals must be consulted, and their input must be taken into account by the responsible parties. This role ensures that all “Consulted” individuals are effectively engaged by the “Responsible” parties, available, and willing to support the requests they receive.
Informed: The “Informed” individuals are kept updated about the progress of the step. This role ensures that all other individuals – “Responsible,” “Accountable,” and “Consulted” – inform them accordingly.
Accountability cannot be shared because ultimately, only one person is accountable for executing a step.
This is akin to signing a check; only one person will sign it, and that person is the one accountable. If two persons (or more) are identified for the accountability role for a step, there are only three options:
Some consider RASCI as an alternative to RACI, where “Support” individuals collaborate with “Responsible” individuals. A RASCI tends to dilute the responsibility of the “Responsible” individual, as actions can be attributed to the “Support” person, who then effectively takes on a “Responsible” role without being formally assigned it.
Other frameworks sometimes compared:
See also: Decision Stakeholder Analysis, Decision Scorecards, and Decision Technology vs Product Innovations.
The reason for differentiating between “Consulted” and “Informed” individuals is that the step cannot be completed without consulting the necessary individuals, whose answers must be appropriately considered.
The “Responsible” individuals collaborate on the actions together. They deliver the step by combining their efforts and intelligence. Their responsibilities can be specified individually in the description of the step deliverable, simplifying expectations for each.
The typical format is usually of this form, with other examples available in the Wikipedia article on RACI.
Actions can be appropriately detailed for each step and each individual.
RACI can also help identify the causes of process failures revealing where efficiency was lost and under what circumstances. It also aids in establishing new processes by clarifying responsibilities. By assessing roles and responsibilities, a revised RACI model supports process improvements.
The RACI model is highly effective in streamlining and simplifying work across teams. Each member can easily identify objectives and understands how and when to offer help and support to others. Process issues can be more readily identified and addressed, allowing teams to work with confidence and focus on delivering results.
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The approach to determining roles and responsibilities is included on this page. However, building a RACI can be challenging when individuals disagree on some specific roles and responsibilities. This challenge can usually be addressed by first examining the current approaches as understood by the individuals involved—that is, mapping the current “AS IS” situation. This method allows managers to set aside critiques or proposals for improvement until a later phase. By reviewing the existing RACI, teams can describe the situation they know and understand.
Leverage a workshop approach to assess areas where improvements are desired and understand why. Teams can then discuss the proposed future “TO BE” approach. If multiple solutions are proposed, you can use decision tools such as the PUGH matrix or other decision scorecards to evaluate which solution best addresses the business needs and priorities.
By taking a gradual and rational approach, arguments in favor of different RACI models can help ease discussions among teams and facilitate decision-making with higher management, should the matter be escalated.
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