I’ve written previously on making committee decisions. This typically is the result of everyone within an organisation having a vested interest, an opinion and no one being given the sole charge. In marketing this is truer than in most other ‘internal’ disciplines – even if someone’s role is far removed from marketing, they still feel the need to comment/criticise. Generally it isn’t a problem, unless that input is seen as a directive rather than an opinion. Then it becomes an issue because there is not objectivity to the changes being made.
I’m reminded of an old decision-making acronym – RACI:
- Responsible – Those who do the work to achieve the task. These people would be Marketing Managers/Marketing Assistants/Brand Managers
- Accountable – The one ultimately accountable for the correct and thorough completion of the deliverable or task, and the one to whom Responsible is accountable. This is ultimately the Head of Marketing.
- Consulted – Those whose opinions are sought; and with whom there is two-way communication. These would be Product Managers/Legal/Finance/Logistics (for sales promotions)
- Informed – Those who are kept up-to-date on progress, often only on completion of the task or deliverable; and with whom there is just one-way communication. This should be C-level managers.
RACI works where everyone is aware of their role and comments on marketing with that in mind. It also works best where there is mutual trust and respect for the proficiency of everyone in their individual roles.
Do you use RACI in your organisations? How do you find that it works?