RASCI Framework - Free Template
A one-page RASCI matrix template and quick-reference guide. Map the five roles - Responsible, Accountable, Supportive, Consulted and Informed - across your tasks and decisions, so everyone can see who owns what before the work starts.
Based on our full guide to the RASCI Framework.
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What's in this RASCI Framework template
The toolkit is a three-page PDF to keep beside the work. Page one is the RASCI diagram - the five roles as a single picture, with the line between the people doing the work and the people who need to know. Page two is a summary card: what each role means, how to build a matrix, and the mistakes to watch for, all on one scannable page. Page three connects RASCI to the wider work of organisational design - making sure roles and accountabilities line up with how your organisation is structured. Print it, share it with your team, or drop the diagram into a slide.
Tips for using it
- Name one Accountable per task. It is the single rule worth holding to - if two people seem to own something, raise it to the manager they share rather than splitting it.
- Keep the Responsible and Consulted lists short. A crowded matrix quietly recreates the confusion it is meant to remove, so give each person a real slice rather than a vague share.
- Agree it, do not impose it. The value is in the conversation - walk the matrix through with the people in it and adjust before it goes live.
- Revisit it as roles change. A matrix filed away goes stale, so check it at the points where the work tends to shift.
Organisational Design
Clear roles are the foundation of good organisational design. If RASCI surfaces deeper questions about how responsibilities map to your structure and strategy, our organisational design work helps you build role clarity into the way your organisation runs - not just one project at a time.
Organisational Alignment During Restructuring
When a global payments company prepared for independence, the challenge wasn't rebranding - it was building organisational coherence across six departments that had never needed to work as one.
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