RACI charts can clarify roles around activities. They often struggle with the moment that causes the delay: a decision with competing interests, incomplete information or unclear authority.

If work repeatedly waits for the same senior person, define decision rights directly.

Name the decision precisely

“Marketing approval” may contain several decisions: approve the message, confirm legal compliance, release budget and accept a launch date. Separate them.

A good decision statement describes the choice and the boundary. For example: “Approve campaign spend up to £25,000 within the agreed quarterly plan.”

Assign four distinct roles

For each recurring decision identify:

  • the decision owner who makes the final call
  • the people who provide evidence or expertise
  • the person who prepares the recommendation
  • the groups informed after the decision

One person should own the decision. Consultation can be broad without making authority collective.

Define the evidence and deadline

Agree the minimum information required, who prepares it and when the decision must be made. Avoid adding every possible analysis. The evidence should be proportionate to the risk and reversibility of the choice.

Set escalation rules

Escalation is useful when a threshold is crossed, not whenever stakeholders disagree. Define limits for cost, risk, customer impact or strategic departure. Keep routine decisions close to the work.

Record the reason

A lightweight decision log should capture the choice, owner, date, rationale and follow-up. This reduces repeated debate and helps new team members understand why the organisation chose a particular route.

Review the pattern

After a month, look at decisions that were late, reopened or escalated. The pattern may reveal missing data, a poorly placed authority or a conflict between incentives.

Clear decision rights are part of an operating model, not a standalone matrix. They must align with processes, measures and governance routines.

LUKiN helps clients clarify these links through operational excellence and change adoption.