Governance That Blocks Progress

The RACI model — Responsible, Accountable, Consulted, Informed — was created to bring role clarity to complex projects. But in modern organizations, particularly those navigating innovation, digital transformation, or strategic initiatives, it often has the opposite effect: it introduces confusion, slows progress, and embeds shadow vetoes.

Worse still, RACI disempowers the very executives it’s meant to support. By separating accountability from authority, embedding informal veto points in the name of consultation, and distributing responsibility without granting decision rights, RACI can make even senior leaders feel like process managers rather than outcome owners. It fosters caution over courage, consensus over clarity, and bureaucracy over boldness.

At its core, RACI assumes good faith, clear lines of authority, and efficient decision-making. But in practice, especially in politicised or siloed organizations, it can lead to blurred responsibility, hidden power dynamics, and performative accountability. Continue reading →