The Ratio of A to R's has to be in Balance

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RACI Method | RACI Roles | RACI Model | RACI Process > Forum > The Ratio of A to R's has to be in Balance

The Ratio of A to R's has to be in Balance
David John Lynch
My recent experience is that quite often too many "R's" are identified in sales positions.
Even if the sales people do their best, they are likely to underperform when they are not given adequate assistance and/or resources. This is especially true where ratio of "R's" to "A" is high in a large and/or disparate regions, like is common in Asia Pacific.
 

 
Supporting Role Importance
Alexander , Business Consultant, United States, Member
Perhaps this might be more of an organizational problem, and ultimately limited by RACI. In the case of RASIC, the Supporting role is especially good at handling what an R would normally handle in this case.
For instance, if you have a territory or region that has several sales members, with a main regional manager, the main regional manager would be the Responsible member on that team while the Supporting members would be the sales reps out in the field.
Without the Supporting role, you miss a level of accountability that should be delegated to just several members (managers) to manage a group of team members.
 

 
The Ratio Between R ↔ S in RASCI/RASIC
Jaap de Jonge, Management Consultant, Netherlands
 

     

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