The 3 Fatal Errors in Implementing a RACI Matrix (And How AresPraxis™ Solves Them)
Published: [08/2025]
The RACI (Responsible, Accountable, Consulted, Informed) Matrix is a diagnostic and governance tool that is simple in theory, but a constant source of fragmentation in practice. It is one of the first tools we apply in the "Diagnostic Map" (Chapter 2 of Book 1), and it almost always reveals deep-seated pathologies.
In our diagnostics, we have found that organizations fail not because of the RACI itself, but because of its implementation. The problem is that RACI is used as an administrative formality instead of what it truly is: a "scalpel" to cure diffuse governance.
Here are the 3 fatal errors we consistently find and how the AresPraxis™ architecture prevents them.
1. The Fatal Error: The Ambiguous "A" (The Approval Committee)
The Pathology: This is the most common error. Two, three, or even five "A"s (Accountables) are assigned to a single critical activity. When everyone is accountable, no one is. The result is total paralysis, as each "A" waits for the others to make a move.
The AresPraxis™ Solution: Our methodology demands "Irrefutable" Governance. In the structure of the SAC (Strategic Asset Committee) and the TMO (Technical Management Office), the "A" is assigned to a single role or a single committee that holds final authority. If the "A" is a committee, that committee must have one leader with the tie-breaking vote.
2. The Fatal Error: "Excessive Consultation" (The Bureaucracy)
The Pathology: The fear of exclusion leads to assigning ten or more "C"s (Consulted) to a simple decision. This is not collaboration; it is bureaucracy. It paralyzes execution because the "Responsible" (R) party gets trapped in an endless cycle of meetings to manage opinions, instead of executing the task.
The AresPraxis™ Solution: We apply the "P" (Proportional) criterion from our T-P-E-R™ framework. Is the value of consulting that eleventh person proportional to the cost of delaying the project another week? AresPraxis™ reduces the "C"s to the bare minimum, differentiating between "Consulted" (their input is mandatory) and "Informed" (they find out afterward).
3. The Fatal Error: The "Static" RACI (The Dead Document)
The Pathology: The team holds a major workshop, draws up a beautiful RACI Matrix, saves it as a PDF... and never looks at it again. The RACI becomes a "dead document" that does not reflect the changing reality of the operation.
The AresPraxis™ Solution: The RACI is not a document; it is a living tool within our Solution frameworks.
The RACI is integrated into the TraceGov™ console: The task owner (the "R") is visible on the dashboard.
The RACI is reviewed by the AresLoop™ framework: If a process fails (detected in the "Evaluation Matrix"), the first question AresLoop™ asks is: "Did the process fail, or did the RACI fail?" This ensures the matrix is constantly updated.
Conclusion
A poorly implemented RACI is worse than having none at all, because it creates a false sense of clarity.
At AresPraxis™, the RACI Matrix is not an end in itself. It is the mechanism we use to ensure traceability and accountability in the Execution (E) and Solution (S) of the A.R.E.S. framework.