RACI Matrix

Performance measurement systems monitor the behaviors and results of the organization’s workgroups and, in some cases, individuals; providing periodic reinforcement of the achievement of desired outcomes. This reinforcement can only occur when an individual understands his/her role as associated with a metric and receives and understands the associated performance information. Such role designation and communication is fostered through development of a RACI matrix specifically associated with each performance measure within the system.[wcm_restrict plans=”41654, 25542, 25653″]

RACI charts have long been used in project management settings to communicate individuals’ roles and responsibilities as associated with particularly large projects. The benefits of these charts are well translated to organizational performance measurement systems where, like projects, activity ownership and performance feedback is key to driving continuous performance improvement and ensuring results achievement.

Creating a RACI matrix for organizational performance measures can be done using the following adapted definitions:

Responsible – Individual(s) who maintains and updates the performance measure
Accountable – Person who is accountable for the performance/outcomes reflected by the metric
Consulted / Concurrence – Individuals consulted when changes to the metric are proposed – C1. Person whose approval is required prior to changing the associated performance metric – C2
Informed – Persons whose performance contributions are reflected in part or whole by the metric’s indicated outcomes – I1. Executives, managers, and supervisors who through lines of authority or functional collaboration need to be made aware of the metric’s reflected performance – I2. Public locations where the metric is to be posted – I3. Accountable individuals and contributors who are notified of changes to the performance measure – I4

Note that the performance metric system RACI definitions often result in an individual having more than one designation for an individual metric as illustrated in the example below.

Figure 1: Example Performance Measurement System RACI Matrix

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Additional Resources

Individual RACI assignments can be difficult. Several other StrategyDriven articles provide additional insights to help in this decision-making process including:

About the Author

Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.