分类： 变革管理

In practice, I found AI combine with RACI, really can accelerate transformation in large company.

I involved in a project to redesign performance management system for a grid company which the resistance is so strong that everyone openly opposed the project at the beginning. Due to adapt appreciate inquiry(AI), we encounter litter obstacle and the transformation really take place. During the diagnostic research, we do not find problems with existing system; on the contrary, we try to find deep root course make client succeeded in the past and what they want to go in the future. On the focus group everyone talk proudly and openly and help us to redefine problem and even give out solution, and we are so glad to see the transfer take place. Because client fined solution, the implementation encounter litter difficult and client fell delighted. In large scale implementation phase we design RACI strategy in every functional department and the project implementation successfully.

变革设计往往是顾问头疼的问题，怎么系统设计组织变革方案，是项目顺利的关键，在绩效项目实施过程中，采用RACI模型，描述实施进程，取得了一些收获。

RACI是一个用以明确组织变革过程中的各个角色及其相关责任的相对直观的模型。其中英文涵义为：

谁负责（R = Responsible），负责执行任务的角色，具体负责操控项目、解决问题。

谁批准（A = Accountable），对任务负全责的角色，只有经其同意或签署之后，项目才能得以进行。

咨询谁（C = Consulted），在任务实施前或中提供指定性意见的人员。

告知谁（I = Informed），及时被通知结果的人员，不必向其咨询、征求意见。

模型建立方法：将绩效实施过程中的若干重要工作活动及相关利益各方列入矩阵中，顾问与各方人员集体讨论，确定利益各方在绩效变革中的组织角色及职责，明确各方职责及角色之后，在项目计划中体现出来，使各方明确在什么时候进行什么活动

采用RACI模型进行绩效变革实施之后，变革利益各方对实施路径及相关工作任务活动理解深刻，配合良好，避免了很多无效沟通，使项目实施进度及效率大为提高。