What Companies Get Wrong About Decision Rights
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To bring structure to decision-making, organizations often rely on frameworks such as RACI to define who contributes to a decision, who is responsible for making it, and who is tasked with executing it. Yet these frameworks frequently fall short because teams fail to apply them correctly.
Drawing on extensive research and experience advising global organizations, Michigan Ross Professors Lindy Greer and Maxim Sytch, along with co-author IMD Professor Jennifer Jordan, examine four common mistakes that undermine decision rights in a recent Harvard Business Review article and outline ways leaders can improve role clarity, collaboration, and decision quality.
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