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RAKI is used to define, for tasks, decisions, or artifacts, who executes (R), who is ultimately accountable (A), who must be consulted (K/C), and who needs to be informed (I). This reduces ambiguity, duplicate work, and decision bottlenecks. In practice, RAKI is functionally equivalent to the widely used RACI/RAM model (Responsible, Accountable, Consulted, I…
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Executable approach: can be applied and produces an outcome.
What organizes, connects, or makes decisions possible.
RAKI is a variant of the RACI responsibility matrix. It makes visible who performs a task, who is accountable for it, who is consulted, and who is kept informed.
RAKI is not a uniformly standardized method with a verified single author. It belongs to the family of responsibility assignment matrices; the RACI form became widespread in project management practice and is described in the cited references.
Assign four roles to each important activity: performers do the work, the accountable role owns the decision, consulted people provide input before it is made, and informed people receive the status. Check especially that ownership is clear and the decision role is not multiplied without reason.
This role performs the activity or ensures that it is carried out.
This role owns the result and the decision.
Consulted people provide input; informed people receive relevant results or status.
RAKI helps teams clarify handovers, approvals, and decision paths before a project or organizational change. The matrix does not replace collaboration; it pays off when assigned roles can act in daily work.
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