A RACI matrix maps each task or decision to four roles: Responsible (does the work), Accountable (owns the outcome, only one person), Consulted (gives input), and Informed (kept in the loop). It removes the ambiguity over who owns what, one of the quiet ways cross-functional initiatives stall.
RACI matters most on cross-functional work, where no single team owns the whole effort and accountability tends to blur. The discipline that does the work is the single A: exactly one accountable owner per row. When two people are accountable, no one is, and the task falls into the space between them.
Overdone, RACI becomes a bureaucratic grid no one reads. The value lives in the few rows where ownership is genuinely contested, not in mapping every routine task to four letters.
For a product launch: engineering is Responsible for the build, the VP of Product is Accountable, legal and support are Consulted, and the wider company is Informed at go-live.
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