Looking for a RACI Alternative?

RACI is a great tool for analysing and understanding roles and responsibilities. But so often teams using it don’t find it as effective as it should be. If you’re looking for a RACI alternative then read on.

There are two main reasons why people seek out a RACI alternative and this article covers each of those below:

  • The terminology in RACI is vague and often leads to confusion. We will explore some of the RACI alternatives that try to resolve this – Jump to this section
  • Applying RACI is hard and can lead to large and complex documents that, let’s be honest, no one reads. This section looks at software tools, including Skore, that make this much easier – Jump to this section

Fixing the RACI terminology confusion – RACI Alternatives

One of the biggest challenges faced by anyone using RACI is confusion caused by the meanings of the acronym. As a reminder RACI stands for:

  • Responsible
  • Accountable
  • Consult
  • Inform

The idea is to assign different levels of responsibility to each person involved in a given work activity. This should clarify what is expected of each person when working on that activity.

However the problem arises when different people have different views on the meaning. For example, the difference between Responsible and Accountable.

Our View

We’ve written about RACI here and believe Responsible is the person that actually does the majority of the work. We think Accountable is the person who owns the output of the work. This might be the director, or process owner, for example.

However in many projects and organisations this view is the other way round. Or, to make things worse, for international organisations working in different languages, the difference between Responsible and Accountable does not translate very well. Which results in these two terms meaning the same thing.

There are many different models out there that attempt to address this. Our favourite is RATSI, which you can read more about here. Here is a list of different models that are used as a RACI alternative.

  • DACI

There are many more, some of which can be found here.

We like RATSI because it takes the vagueness away from Responsible and Accountable. In RATSI, the R is still Responsible but this time it means the overall owner, rather than the doer. The doer is the T, or Task, and does the majority of the work. And A is for Authority, this person has the Authority to take go / no go decisions.

Tools for applying RACI – RACI Alternatives

Common Tools for RACI

Like any software tool, software for capturing, analysing and sharing RACI information should make our lives easier. The purpose of RACI is to clarify roles and responsibilities for everyone, so a software tool should help this. However, we often hear that the whole exercise has led to less clarity, rather than more, and ultimately frustration!

RACI charts are most commonly represented as a Matrix. You list roles along the x, or y, axis and then list key activities along the other axis. Where the two intersect you would record the responsibility level – R, A, C or I.

The idea is that for any given role you simply follow the row (or column!) for that role and it shows the varying levels of responsibility for each activity. Alternatively you may select an activity and look at the matrix to see who is involved.

Spreadsheets are perfect for this sort of grid and it’s not uncommon to see a RACI matrix produced in something like MS Excel or Google Sheets. Common Project Management software products also often have a RACI matrix capability. You may also find some drawing programmes, such as MS Visio, will also include templates for making a matrix, although these tend to be harder to manage and update when things change.

The main problems with common RACI tools

While creating a RACI matrix in something like Excel seems straightforward, it actually has a number of problems which lead people to search for a RACI alternative. We often hear stories where people put a lot of work into creating a matrix and then no one ever looks at it again. Alternatively the roles and responsibilities in the team remain unclear. 

The problem often comes from the fact that a matrix rarely exists without a process diagram of some kind. The activities represented in the matrix are generally part of a wider process, so an understanding of the process is essential.

However often we create the process as a separate document, and therefore reference it separately. Or it may be that the people don’t understand the process, which leads to ambiguous activities in the matrix. Worse still, if there are too many detailed activities it will lead to an enormous matrix which is too big to read.

A large and complex RACI Matrix in Excel

A different approach – Skore

Skore was originally designed to help facilitate process mapping workshops to capture processes at the speed of conversation. As a team describes a process a someone captures it directly into the software. Processes are mapped using a What box that describe What Happens and you can also capture Who Does It easily at the same time.

Want to learn more about process mapping? Check our process mapping guide here.

Every time the user assigns a role to an activity in Skore they can also assign a responsibility level, for example, the R, A, C and I of RACI. The benefit of this is that the team focuses on one activity at a time and agrees the responsibility level, all within the context of the process.

RACI Alternative - RACI tags on a process
Roles are tagged with RACI when added to an activity

While you map a process, Skore automatically creates role descriptions showing the activities of each role as well as the responsibility level. If you’re using a RACI alternative, Skore supports common models, such as RATSI and RAPID, and allows you to create your own custom model.

RACI Alternative - Role Descriptions
A simple role description showing RACI tags

A Readable Matrix

A simple RACI matrix is generated using the Reports tab and exported to a spreadsheet when required.

One of the main benefits is that you store a visualisation of the process alongside the RACI information, rather than having two separate documents. Furthermore, Skore links the information so updating the process means you are also updating the RACI information and vice versa.

Many companies use tools such as RACI for organisation design. This is where you are designing completely new processes, or running a complete transformation of existing processes. In this case RACI helps to design new roles in the organisation. Skore includes powerful analytics to help you determine whether you have the right balance of responsibilities across the team.

RACI alternative - visualisations
One of various visualisations that help with role design

It can even help you model scenarios to understand how many people you need to run the process, based on their responsibilities.

Sign up to a free trial of Skore


While RACI is a powerful tool for helping teams to clarify roles and responsibilities it comes with a number of challenges. This often results in people looking for a RACI alternative. We recommend that you first evaluate the specific challenges you face and identify what is the true issue. For example, if its because you are suffering confusion and vagueness around the acronym then look to use an alternative such as RATSI.

However, if you are struggling with an overly complex matrix or a lack of understanding then maybe you need to re-evaluate the tools you are using in the first place. Consider Skore for a solution that combines the power of process mapping with RACI and analytics.

How To Run a Process Mapping Workshop

Learning how to run a process mapping workshop is one of the best ways to quickly capture, understand and improve processes. It brings people together, aligns them and provides a fantastic forum for generating new ideas. 

For any change or transformation programme, or even continuous improvement, workshops help introduce people to the change, make them feel part of it and brings them along on the journey. 

But if you’ve never run, or facilitated, a process mapping workshop before it may feel daunting. In this guide we explain how to run a process mapping workshop. 

Before you start

Choose your approach

Process Mapping workshops are brilliant for generating conversations and collaboration. But they shouldn’t be unstructured. You need to guide the conversation to ensure you get the desired outcome. 

For this you need a process framework or notation that is easy to use and guides the conversation. There are lots of approaches available that you can read about in our process mapping guide

We recommend keeping it simple while asking the important questions. What, why, how, who and when. This approach uses a box that describes the key steps and who does them, and a box that tells you when the activity starts and finishes. It’s straightforward, clear and very effective.

Practice with this before you start. By keeping it simple this type of process mapping will come naturally to you and your participants. 

Agree the title, scope and participants

Don’t try to do too much at once so that your process mapping workshops aren’t too long. Think carefully about which process you’re going to map, where does it start and end. This is your scope and will help you determine who needs to be involved. If necessary break a large process down into smaller pieces. 

Set the agenda and objectives

We have written about process mapping workshop agendas before. But at the very least you need to set the duration, objectives of the workshop and set time aside for introductions and wrap up. 

Share with your participants early and remind them before the workshop. 

Make sure everything is setup

There’s nothing worse than arriving for a process mapping workshop and waiting for the facilitator to set up the screen, flipcharts, handouts etc. Arrive early, or even the day before, and make sure everything is working and ready to go.

During the workshop 

Snacks and refreshments

Depending on how long your process mapping workshops are you should consider providing refreshments. Even providing water, tea and coffee can help participants to relax and show that you are considerate for their situation. They will be busy, and may not have time to take regular refreshment breaks so you are offering them a safe environment.

Snacks can also help but consider healthy snacks such as fruit, rather than sweets and chocolate. Snacks high in sugar can cause the team a short term high but then a deep low within an hour and this can be hard to work through. Sweets and chocolate should only be brought out toward the end of the session.


Start your process mapping workshop with introductions, including personal introductions for any participants that are not familiar with each other. Restate the objectives to make sure everyone is aligned and in the right room!

Review the agenda and spend some time to explain the basics of the approach and how it’s going to work. We also recommend setting some ground rules such as; set phones to silent, one person talks at a time, what gets said in the room stays in the room and park unresolved discussions after 5 minutes. These are basic suggestions so you can add your own.

Follow the methodology

Now it’s time to start the work your process mapping workshop was intended for. Capture the process following your chosen methodology. We recommend our 5 step approach which you can download here.

Capture opportunities, issues and actions as you go

As soon as a group starts talking about their processes they will immediately identify issues in how they work and make suggestions for improving. Sometimes there will be unanswered questions or immediate quick wins the team can action. Try to capture these things as you go.

Use a flipchart or whiteboard to capture these issues, opportunities and actions so they can be written up afterward. Or, if you are using a product like Skore, to map your processes, you can capture these directly against the relevant steps in the process so that they can be reported on and shared later.

Wrap up and assign actions

Before you let anyone leave the room make sure you review all the actions and assign them. Agree a follow up so everyone can keep track of the actions and when they are completed, or the outcome of each one.

It is definitely worth reviewing the objectives of the workshop. Were they met, or will you need further sessions or research to close it off?

This workshop may be part of a wider piece of work so make sure you sign post participants to the plan and how this fits.


Share the content

At the end of a workshops participants will feel a sense of achievement. They will have had a chance to get things off their chests and discovered things about their colleagues they didn’t previously know.

But remember that you were there to capture and understand a process. So make sure you share the content with them along with any other information that was generated.

Many people need time to digest what was discussed so often come up with more ideas and feedback after the session. Make sure there is a way for them to feed that back into the work.

This could be by email, or if using a software such as Skore you can capture the feedback against the processes.

Keep participants up to date with progress

Where this workshop was part of a wider project it’s important to keep participants up to date on the progress of the project and how this work contributed. There will undoubtedly be time in the future when you will need to invite them to more workshops. So it’s essential that they feel their time was well spent and led to improvements.

Put what you’ve learned into action

Finally, you ran this workshop for a reason. Feedback what you’ve learned to the project team to ensure that opportunities can be acted upon and the benefits can be realised.

How to run a process mapping workshop

In this article you have learned to how to run a process mapping workshop successfully. The key steps should remain the same whenever you do this but the tools you use can make all the difference.

Skore has been designed specifically to be used in live process mapping workshops to map processes at the speed of conversation. This means you no longer need to write up notes after the workshop. You can map and share processes there and then.

What’s more, you can also capture all your risks, issues, ideas and other information against the process. You’ll have one place to store, manage and share the information. Skore will even provide instant insights through its built in analytics.

If you’d like to learn more about Skore sign up for a free trial here.

Need to Continue Remote Requirements Gathering and Analysis?

Read Skore’s guide on how to gather requirements, run workshops remotely and analyse key data online.

For any team embarking on a software change or implementation it’s essential to understand the requirements before you really get started. This key part to any project just got a whole lot harder as organisations are forced to make employees work from home. Fortunately it is totally possible to do this remotely. Our guide to remote requirements gathering will demonstrate exactly what you need to consider and how you can do it remotely. 

Firstly, consider that requirements can be gathered at different levels. Initial requirements will help early on when selecting technology. More in-depth requirements are required when it comes to configuring the system and training the team.

If you don’t understand and agree requirements all sorts of things can, and most likely will, go wrong with your project. Common problems include:

  • Project runs over time and costs a lot more than expected.
  • Users find that it doesn’t work the way they need it to. It doesn’t matter if the project is delivered late and over budget. When people aren’t using it then the whole investment is lost.

Interested in learning more about Systems Implementation Process Discovery? Why not sign up for one of our webinars here?

Incredibly, as important as requirements gathering is, many teams get this wrong. It’s hard work, and time consuming, and requires many people across the business to get involved. However don’t let this put you off as it will only cost you more in the long term. Here is a high level guide for how to capture requirements for your next software implementation and the best bit is you can do it all remotely. 

Skore Process Map
Example of Process Map in Skore

Capture the as-is processes

Have some idea of where you are right now to clearly explain to anyone impacted by the project how things are going to change for them. More importantly, everyone should have a common understanding of the existing problems so they know why things are going to change.

Quantify Module
Quantify your requirements

Capturing as-is processes helps identify hidden problems and other improvement opportunities. You should quantify these if possible. Look at manual processes that could be automated. Question how long do they take, what do they cost, and what’s the risk of making mistakes in a manual process?

Once you have the initial process, and improvement opportunities, you can start to create your wishlist of requirements. The process will give you a central framework onto which you can hang the requirements. Requirements can be written as statements that can be tested later on. For example:

“We should have the ability to automatically send an email when the client requests help so that we can be seen to respond quickly.”

Try to include why the requirement is needed, for example here it’s to quickly acknowledge the client after a request has been made.

You can add requirements easily to a Skore map
Populate your process map with your requirements

Finally, consider how important each requirement is. Is it a must have? Is it essential to continued business or could you live without it? Alternatively is it a nice-to-have requirement that would delight users but they wouldn’t notice it if it wasn’t possible? There are various frameworks available to help you categorise requirements such as https://en.wikipedia.org/wiki/MoSCoW_method and https://en.wikipedia.org/wiki/Kano_model

Prioritise the benefits

Use one of the above methods to help you prioritise the requirements. Make sure you are really clear about your must haves. Often teams list almost everything as a must have but this will only lengthen the project and the chances of it going wrong. Instead think of must haves as the things you need to have in order to do the work at least as well as you do today.

This means that at the very least you won’t have gone backwards after the implementation. Having more non-essential requirements gives you more flexibility when it comes to project length. If things take longer than expected you can drop the non-essential requirements!

Before Must Have Graph
Before requirements have been prioritised
After Must Have Graph
After prioritisation

Finally, question if the requirements be grouped into deliverables?  Consider whether part of the process can be implemented first, then the next and so on. This allows the project team to deliver smaller benefits more often and make the change easier.

Select the system

Once you have your initial list of requirements you have the information you need to select your software. In most cases there will be multiple vendors in the market all with their own speciality. Run a first pass market scan and create a shortlist of vendors.

Contact your shortlist and ask for a demo based on your requirements. You can provide a list of requirements from Skore by simply creating an attachment report and filter it by requirements. A key aspect here is that the vendors will often have worked in many businesses similar to yours so they may well bring new perspectives and ideas to help you.

You may need to ask for a small trial, or proof of concept, to demonstrate how the solution will work with your processes. Especially if you have a unique requirement, or something that needs more than the usual customisation.

Design the future state

Once you have selected a vendor consider how your processes are going to change and the impact that may have on teams. The best approach here is to run workshops with the same stakeholders as before. But this time you have the benefits of the new system articulated and you should invite the vendor along.

The vendor’s system will have best practices built in, and often it’s better for you to adopt these than to try and adapt them to how you used to work. At other points in the process you may have very specific requirements that need a lot of configuration. The vendor is going to need as much information as possible here. To make the implementation as smooth as possible work as closely as you can with the vendor and share all the processes.

The other important piece here is that, for some members of the team, what they do can change considerably. Use your new processes to understand which roles in the business are going to be impacted and how. Who will need training, how will their roles change, do you need any new skills? You should be able to answer, and act, on these using your future state processes.

Configure and test the system

At this point the technical team can get on with the technical implementation and configuration. Again ensure they have access to all the processes, requirements and any other related information. If done well this should provide them with all the information they need but make sure someone from the business is available to answer any additional questions. If not, the technical team will be forced to make decisions that could impact the success of your project.

Use the processes to run test scenarios through the new system before it goes live. Can a user complete key steps in the process, are you seeing the expected outcomes at the end of each process?

Train the team

Finally, once the system is ready, it’s time to train the team. Compare the original ‘as-is’ processes with the new future state ‘to-be’ processes. This tells you how things are going to change and helps to explain to the team.

Well designed processes should be easy to read and follow so can make excellent training and reference material. Let the team have access to these to help them in the early days and to train new team members in the coming months.

Skore Portal Processes
Keep Processes as a Training Resource


Software implementation projects will almost always turn out to be more complicated and take longer than anticipated. However, you can set yourself up for success if you invest enough time in understanding the real problems in the business and the real needs. A little more time spent up front will save a lot more later on.

But one thing to remember, a software implementation is not finished at the end of the project. We now live in an ever changing world and the business is constantly in a state of change. Processes will change from day to day, if you’re not keeping an eye on how it changes and what that means for you new system you might find that months later it’s no longer fit for purpose. Keep your processes regularly up to date and use this to keep your software at the cutting edge.

Skore software is an online process mapping and analysis platform. Use Skore to remotely run workshops, gather information and share insights online. Don’t give up on your project deadlines – use Skore for an online enhanced process discovery experience.

Sign up for one of our free webinars on how to run system implementations process discovery remotely here

6 Top Tips to running online Process Workshops

You can still collaborate, engage and share information effectively with your colleagues and clients. You just need a few tips and the right tools to run an online process workshop.

The next few months will be difficult for any business as we adjust to remote working and changes in business practices. Part of this big challenge will most definitely be getting used to getting the most out of ourselves and our peers while not physically being in the same space. At Skore we’re used to working remotely and our software has been designed to get the best out of any workshop while working online. You don’t need to abandon important process discovery workshops but rather take advantage of the latest technologies available to us all.  In these difficult times we’d like to share with you our top tips and resources on how to get the best out of a collaborative online process workshop. (https://www.getskore.com/my-top-3-tips-for-awesome-digital-discovery-workshops/

If you want to brush up on your process mapping skills – check out our guide here (https://www.getskore.com/process-mapping-guide/

So here are our top tips to help you. 

1 – Desktop Sharing Software

One of the most important steps here is getting a good desktop sharing software that you are familiar with and comfortable using. While we’re not recommending specific software, you can check out some popular systems here. The two important things to consider here is the quality of the audio / visual during the call and how easy you find it to use the software.

During the session you want to keep people focused on the process being mapped so it is essential to avoid distractions such as poor audio, or waiting for the facilitator / mapper to share the screen. If you’re familiar with using Skype, or Zoom for example, then this is probably a good option for you.

2 – Smaller Regular Workshops

Running workshops online is a different dynamic than when in the same room. People tend to be more focused for a shorter period as they concentrate on the screen rather than the normal social interaction experienced when physically together. It’s also harder to keep larger numbers of people engaged when you’re trying to facilitate the workshop, map the process and manage the online meeting.

We recommend running more, but shorter, workshops with fewer people. 3 to 4 people is probably ideal with sessions between 1 and 2 hours long. If you need to run several workshops with the same people, ensure there are good breaks between sessions. Not only do you want to give people breaks from the process but also give them a chance to catch up on emails and other comms. This helps prevent distractions during the session.

3 – Use Video

As you cannot be in the same room it’s still important to keep an eye on levels of engagement. When everyone is in the same room it’s easy to see who is dominating the workshop and who you need to engage with to make sure you get a good balance.

If you use video through your desktop sharing session you can also keep an eye on who is talking and who needs to be brought into the conversation. It’s not always possible to distinguish between people purely based on the sound of their voice.

Ideally you will have two screens, one on which you can see the participants videos and one where you will be mapping the process.

4 – Essential Pre-Workshop Preparation

With shorter sessions and fewer participants it’s essential that you plan carefully to make sure you can start quickly and have exactly the right people in the room. With face-to-face workshops you often have the luxury of spending time exploring the scope of the process and understanding whether you have the right people in the room.

With online process workshops we highly recommend that you are completely clear on the scope of the process and you have exactly the right people on the call. Our process workshop template will guide you through capturing and agreeing the information for each process you are capturing, download it here.

5 – 5 Steps To The Perfect Process

Once you start the workshop, mapping a process in Skore is no different. Make sure you follow the 5 steps to the perfect process. This approach helps you control the flow of the discussion and allows you to map at the speed of conversation.

6 – Provide Access To Processes

Finally, at the end of the session provide access to the process for all the participants. With shorter, more focused, sessions it’s likely participants will have more feedback afterward. Make sure they have access to the processes and show them how to leave feedback and comments.

The key to excellent online process workshops

Follow these simple steps and you are already on your way to running an awesome online process workshop. If you still have questions – why not sign up for one of our Free webinars currently running on how to deliver online process discovery workshops. Or if you need some expert assistance Skore are now offering their services to remotely facilitate for you at an extremely competitive hourly rate. If you have any question on the contents of this blog or just would like to chat to an expert – get in touch at info@getskore.com .

How this logistics company slashed 9 weeks off each project with Skore.

Skore software enabled a logistics company to remove 9 weeks of process discovery off each project within a systems implementation initiative. Find out how Skore did it and the best way to organise your systems implementation project. 

In mid 2019 a well known UK based logistics company, with circa 6,000 employees, were in the early stages of a major HR systems transformation. This ambitious systems implementation project would completely replace systems across the full hire-to-retire employee lifecycle over the coming months.

In preparation the programme team were advised to plan 4 weeks to map and document processes for each individual project. However, due to a backlog of process projects, there was a 6 week wait. This made it 10 weeks before they could expect delivery of the necessary documentation. Unfortunately this date was 2 weeks after the proposed delivery for the first phase of the programme.

The programme team utilised Skore software to run the process discovery work. The team using the software captured As-Is processes, understood the future state changes and identified where these processes integrated with other parts of the business. The initial As-Is discovery was completed in 2 days followed by another 2 days to define integration points and agree the To-Be state. The original 10 week plan estimate reduced to 4 days. 

Skore is commonly used by change management teams to rapidly discover and make sense of business processes. Used in live workshops teams come together to collaborate, share information and make important decisions right there and then. Here’s how it works:

Saved Process Discovery Time 

Unlike most traditional approaches to process mapping, Skore captures processes live in a workshop. The simple, yet highly structured, process framework guides participants in the workshop by asking clear focused questions about the process such as; what happens, who does it and why.

In this case the project team quickly sketched out the complete end-to-end employee lifecycle in a simple diagram. Then taking each of these key steps they again listed out all the key processes in each area. From here they could drill down into each one and define the processes.

High level view of Skore Process map showing end to end employee lifecycle

High level view of the end-to-end employee lifecycle

This meant that the whole team could constantly keep track of what they completed, what needed to be done and, most importantly, how each process related to the others. Most importantly it was at the click of a button.

Capturing the processes straight into the software means there was no need to write up the processes based on sticky notes and photos. Participants could agree and finalise the process there and then. 

One place to get all the information

 As the team mapped the process there were inevitable conversations regarding things they needed and ways they could improve. Traditionally these can slow down a process workshop. However Skore allows a variety of additional information to be captured against the process. For example requirements and improvement ideas.

Inputting requirements and improvement ideas into skore

Ideas, requirements and questions were mapped directly against the relevant step in the process. They were then available to report on, providing a log of requirements and ideas all in one place. If there were changes to the process, the corresponding requirement was visible and the impact understood straight away.

Furthermore as a web based product, it was very easy to securely share the content captured in Skore with colleagues. Not only could they access processes, they could leave comments and feedback in order to facilitate further improvements efficiently.

Instant insights accelerated decision making

Given the time pressure to get the new systems in, the team were focused on the most important requirements while still trying to understand as much as possible. Using the Custom Fields in Skore to capture requirements they then grouped them by Must Have, Should Have and Nice to Have. This allowed them to quickly get a sense of how these balanced out across the process. 


Skore Custom Fields Analysis


Skore Custom Fields Analysis

At first it was clear that there were too many Must Have requirements and the team reviewed these and recategorised in order to get a better balance and more focus on the deliverable. Skore software provided insights to accelerate decision making. 

Capitalised on process awareness

Once the process and requirements had been captured and understood the configuration of the system was initiated with a high degree of confidence and well on time. Furthermore the process models captured in Skore, as described by the Subject Matter Experts, were then used to train the teams using the system. This became an extremely valuable reference material. Additionally it was also a way for the core users to feedback improvement ideas to the project team following go live.

Vital in an Systems Implementation Project

Skore software dramatically reduced project times for this logistics company. The value however not only lay in the impressive 9 weeks per individual project saved but also the sustainability of the process discovery work. Creating an easy to update, read and use record of HR processes ensured that the company was able to continuously align its people and processes for the future. The systems implementation project completed successfully and with the tools for continuous improvement.

Skore’s Software platform allows you to align your people, processes and tools seamlessly. Engage, collaborate and share – the easy way.

Changing Change within the NHS

This month we are featuring Laura Copas, Co-Founder and Change Architect, from Get Real Change. Get Real Change is a Skore partner and uses the Skore software platform to facilitate and accelerate change in projects across industries. Read Laura’s blog below to learn how they succeed in change and acceptance and find out how you can master these essential skills. 

Change is changing. We know that we can only achieve sustainable results through people not just developing new capabilities, but also through the shifting of mindsets, behaviours and interactions. Yet still more often than not its structures, systems and processes that are the main focus in change rather than people. And despite all of the evidence that tells us otherwise, the traditional delivery approach of ‘tell and sell’ to gain ‘buy in’ rather than meaningful engagement still becomes the go to.  

In this blog we will explore why this happens, and what a different approach involves. Alongside this blog we recommend reading the case study of our work with Mental Health Services where taking the people focused approach had life changing results for Children, Young People and their Families in South West London here

The Performance Paradox

The diagram below is a familiar picture and drives this traditional change paradigm. 

Performance Paradox
Diagram showing the Performance Paradox

We’ve all been there. Things aren’t going well and in fact they feel like they’re getting worse. We’re worried about results, we’re worried about reputation, and we’re even more worried because the situation is complex, messy and without a clear solution. At this point control activities tend to kick in as we are under increasing pressure to provide assurance and show results. Initial positive feelings of productivity and confidence rise as increased analysis, planning and reporting takes place. 

However, the problem is that the more time that is spent on these control activities, the less time there is to spend on engagement activities. So when it comes to delivering on those plans, people ‘resist,’ and change happens slowly or not at all. Performance worsens and we go around the loop again resulting in the hierarchy being used more and more to ‘tell and sell’ the change as time to deliver runs out.

The People Approach 

Fear is the worst motivator for change. At best the speed of execution of existing approaches is increased but at worst is a burnt-out workforce who no longer trust you. In todays world where no single leader holds all of the answers, organisations are dependent on the creativity, innovation and collaboration across the workforce. Unlocking these skills and effecting lasting change requires fostering psychological safety and gaining commitment (rather than compliance) through meaningful engagement. 

Taking a people approach and meaningfully engaging means creating space for teams to come together to explore, and to collectively make sense of the current situation. It involves those people who will ultimately need to change their ways of working being involved throughout the cycle to co-create the change. It requires leaders becoming dealers of hope, co-creating an exciting vision for the future and taking time to tend to peoples concerns.  It involves experimentation, shared learning and celebrating successes. It requires patience and starting small and so much more!

At Get Real Change we are passionate about change and helping individuals and organisations to break out of the performance trap. If you’re excited to learn more about creating energy, excitement and commitment for change then we run a number of open workshops where we work with you to build those skills. We have a number of workshops coming up soon which can be found at our website: https://www.getrealchange.co.uk/workshops. We’d love to see you there

How Skore Saved 80 Days Waste During a System Implementation Project

Want to know how Skore not only saved 80 days of Waste but also delivered a sustainable successful solution for a system implementation to the end customer?

At the beginning of any Systems Implementation Project, mapping a process is an essential step. It ensures the right requirements are identified and delivered to the users. It should also drive the right business outcomes. 

However there are also additional benefits derived from taking the time to capture processes. Skore Software was able to identify and remove an additional 80 days of waste in a customer system implementation project and in this blog we will show you exactly how.

Incredibly in this case the business case had long been agreed, contracts signed and the project underway. Yet Skore was still able to identify further benefits for the end customer that would not have been recognised otherwise.

Building the superior solution

The consultants ran a 2 hour Skore process mapping workshop with the core team of users and the business owner. 

Using Skore they quickly identified the key areas of work. They broke those down into more detail, capturing the steps they each performed. At the same time they used attachments against activities to record any documents, templates and other systems they used.

As they mapped out the processes they also made a note of any challenges they faced on a day-to-day basis and additional requirements. For example they identified a compliance requirement that had to be tracked. Although not part of the original business case, in Skore it could be easily added to the process map and documented. From this they were able to add it to the system and it was a significant improvement on their current way of working.

What box with detailed note
Ideas, challenges and questions are captured as notes

Finally the consultants made a note of how long each activity took and how often they did it each day. Durations ranged from 5 seconds to an hour per activity. Once multiplied up by the number of times each activity happened per day it was a significant amount of time.

What box with Quantify Questionnaire
Duration and direct costs are captured against each activity.

With this information the solution team could then look at how the system laid over the existing business processes. The consultants sketched out a configuration for the compliance requirement and defined which modules needed to be configured and how.

Bringing the Solution together

Quantify Module Report
Skore then creates reports of your costs and duration for easy analysis

Finally the consultants looked at which activities would be automated by the new system. Based on the information gathered in the workshop it was here that they identified an additional 80 days of savings on top of what they had already agreed. Through Skore they discovered a new set of activities that could be automated that wasn’t in the original set of requirements. The simple Skore approach had helped the customer articulate a whole set of activities not originally included and not previously recognised as an automation opportunity.

Delivering the solution effectively

Essentially using Skore ensured that the end customer was clear on their current ways of working BEFORE the implementation. Achieved through the workshop described, everyone together had their chance to dispute the process and amend it accordingly. Collaborating and engaging with the process and each other from the start. 

Furthermore with the process agreed, at the end of the workshop it was shared online and tweaked where needed in the following days.

Supporting the solution – Embedding into the organisation

Once implemented and trained the processes were made available to the team for reference. Queries about how something worked could be referred to in the process before calls were made for assistance. If a support call was made, the support team would use the same process as the user to identify where the issue occurred and explain the solution.

Skore’s straightforward language and framework meant it was possible for anyone in the organization to read and understand the process. The processes were delivered through an interactive online portal and users could leave feedback and improvement suggestions at any time.

So this is how you effectively capture requirements, delight users, align the team and save 80 days of waste in a system implementation project. Best of all, it was achieved in a single 2 hour workshop. Imagine what you could achieve in your own organisation with the Skore Platform?

If you haven’t tried Skore – why not sign up for a free trial?

What is RACI?

Heard the acronym but still unsure as to what is RACI? Read Skore’s guide to the RACI responsibility matrix and what it should be used for.

How to use a RACI Matrix 

In this article we will outline exactly what is a RACI matrix and how to use it. 

Let’s start at the beginning:

RACI is an abbreviation of a style of matrix used to define who is responsible for what in an organisation. It allows people to attribute steps of a process (for example) to a certain job role. More than that though, it also allows you to define exactly what that job role participation should be. To make it even clearer we should explain what the letters R.A.C.I stand for:

  • Responsible – the person responsible for doing the work – they must complete the work or task
  • Accountable – this person is ultimately responsible for making sure the work is delivered but won’t be involved in the actual task itself. 
  • Consulted – A person that needs to be spoken to and potentially provides information regarding the work you are doing. They are not required to deliver the work. 
  • Informed – A person that needs to know about and kept up to date with the work. They will be affected by the result of the work achieved. 

Need to learn more about Process Mapping? Read our guide here

When do we use RACI?

RACI can be used for a number of reasons. Here is a list of the most popular:

  • Change Management Programmes – before implementing any change you need to understand who is responsible for what and who will be affected by your initiatives. This is especially relevant if those who are responsible or accountable will be changing roles.
  • Re-organisations or restructures – use RACI to comprehend the processes in your organisation and the people touched by them . To understand the roles required for the future to inform training and recruitment.
  • Project Management – Assigning responsibilities for key steps in the project plan
  • Audit – Provides clarity of roles and responsibilities – this is important to demonstrate compliance. A company with a clear RACI matrix will be able to ensure the right roles are performing the work in line with regulations. 
RACI What Box in Skore
An example of a Skore What box populated with RACI information

Using RACI effectively means that you are able to:

Become aware of everyone involved in a project or process

If you’ve done your job right you should have a list of all the people or the roles (e.g. Sales Manager) involved and their responsibilities. You know who should be doing what. In fact everyone should know who is doing what and RACI can encourage greater collaboration between teams. 

Provide analysis

If you take the next step and invest in good software or a template you should be able to produce some really insightful data and analysis about your organisation, how it works, duplications, handovers between role and the seniority level required when recruiting for a role.

Allows you to communicate effectively

You can see exactly who needs to know what and that is vital to any project success

Enables you to understand the workload across members of the team.

You will be able to see who has too much to do and whether those tasks can be assigned to other people with a lighter action list. 

Continuous improvement

Generally speaking RACI helps teams to avoid reinventing the wheel and generates a starting point when teams are beginning a new project. A clear RACI matrix cuts out the time needed to define who does what and key contacts – something that often takes time and effort at the beginning of every new piece of work. 

Job Descriptions

Using RACI means you are automatically creating job descriptions for each role involved. If this is done right you have an instant picture of who does what and an immediate brief to help you recruit the right people for the role. 

Skore Raci Role Description
Roles Description using RACI from the Skore Software Platform

RACI however can actually lead to further confusion if its not used correctly or people are unclear about the terminology.  There is often a lack of clarity around the difference between Responsible and Accountable. If you don’t get the difference, go back and get your head around it because its key.  

There can be a tendency to over engineer with RACI – its vital to keep everything as simple as possible. 

Have you thought about using another style of Responsibility Matrix – try our blog article – forget RACI analysis, RATSI makes it clearer!

Version control

Like any documentation you make – its an instant snapshot of your organisation and will be probably be out of date in a short time. Make sure you manage who controls the RACI matrix and updates it. Alternatively get a piece of software like Skore thats instantly updated and shared to all relevant parties. 

Over engineering

Teams have a tendency to add everyone they can think of on the RACI which can become counter productive. You only need to flag core roles or its going to become confusing and complicated. 

Strategy alignment

Make sure your RACI is linked to your organisation’s capability matrix and development plan. 

Find out how Skore can help you map a RACI matrix (or any type of Responsibilty Matrix) in your organisation effortlessly. Click here for a free trial of Skore

A typical Process Workshop Agenda

Process workshops are an important tool for anyone running process discovery, documentation or analysis projects. They are powerful because it’s one of the few chances that teams can get to talk about how they work together and how they can improve. Whether you have time to prepare in advance or you are on the spot, here are Skore’s top tips to run a great process workshop agenda.

Remember, the output of a workshop typically consists of:

  • an agreed description/ visualisation of the process
  • a list of improvement opportunities
  • a list of requirements
  • set of actions for the team to complete

While documenting a process may be something you are familiar with, running a workshop can be quite challenging, and if you don’t have a good structure to work to, it can be even harder. It’s key to get the agenda for your Process Workshop ready.

Need to learn more about Process Mapping? Read our guide to everything here

Here’s how we would go about organising the process workshop agenda.

Before the Workshop

Make sure you’ve agreed the scope of the process and attendees. Provide the agenda, ensure the room has been booked and all the equipment you need is there and working.


Introduce yourself, and why you are here. You are likely to be new to a team of people who know each other very well already. You are the outsider and you need to start breaking down barriers and be clear about who you are from the very beginning.

Objectives and Expectations

Make sure you go through the process workshop agenda and discuss expectations and timings. Discuss what you hope to achieve, why you are doing it and check that everyone agrees. You can talk about what you want to cover in the meeting but its also just as important to make sure everyone know what you won’t be talking about.

Ground Rules

Its always a good idea to go through some basic rules that will apply to your workshop. Make sure that the attendees understand that everyone in the workshop is equal. If you have a person of authority attending then it is very important that they also back this up. Often team members are reluctant to speak up in front of managers. If you are not getting much feedback you may want to consider if this is why.

It’s also important to make clear that there are no phones or laptops in use, you need everyone’s undivided attention. If its urgent then people need to step away from the room and make sure there are no distractions. Make sure you are in control of the room, so there is only one conversation going on at a time and this is clear. Any major issues needed to be parked after 5 minutes.

Skore Process Map
Image taken from Skore’s Digital Discovery Platform


Explain the approach that you are using and how it works, show examples if you have them. Even if people are comfortable with process mapping there is nothing wrong with showing them again how the workshop will work.

Design Principles

If this part of a wider programme of work there are likely to be some guiding or design principles, make sure you go through these at the beginning of the workshop. List existing standards and reference materials they have. The organisation may have a generic methodology or approach that the business needs to use and its important to adopt this culture, don’t try to change it here.

List and review content your attendees already have, but you may find that they can’t think of things on the spot, especially if they don’t use them very often. This may come out more during the workshop.

Start with the Scope

Discuss the scope of the process and ensure everyone is still aligned on what you’re going to be focusing on.

Map the Process

Capture activities, roles, inputs and outputs – take a look at our blog article for more inspiration … Make sure you capture ideas, risks, issues and actions as you go.

Walk Through

You might not finish everything in the workshop, don’t worry if thats the case, but make sure you walk through what you do have by reading it aloud to everyone.

Agree Next Steps

Discuss actions and assign owners to each one. Make sure you agree timetable for next steps if possible. Its important everyone comes away knowing what is happening next.

Process Workshop Agenda Ready!

Your basic agenda as prescribed by Skore. You are ready to run an awesome Process Workshop. Give it a try and let us know how it went by commenting below.

Skore is the Process Mapping and Analysis Software Platform. With Skore you can can map processes at the speed of conversation in live workshops, generate instant reports and dashboards and share with everyone. Sign up for a free trial below

Practice what you Preach. Using Skore in Lean Process Improvement

In the early days of Skore we didn’t set out to build a Lean improvement software. We just wanted a way to make process discovery workshops easier, quicker and more engaging than the traditional method using brown paper, sticky notes and a lengthy writeup. 

Initially I was surprised by the resistance displayed by Lean teams when presenting the capabilities of Skore. However I quickly realised that this had nothing to do with Lean and everything to do with human nature. Humans, generally, don’t deal with change very well. Change brings uncertainty and that makes us uncomfortable.

Ironically It turns out that it doesn’t matter even if you’re in the business of change and transformation, you’ll just as likely rail against the uncertainty that change brings. Competition, although, is a great motivator and recently we’ve seen more and more Lean teams turn to us when looking at ways of improving how they deliver their own work.

Make your Process Discovery Lean – How Skore is different. 

In our efforts to improve the effectiveness of  process discovery workshops we looked at how processes are described. A number of notations and approaches are available but we wanted something simple. Not to remember a lot of symbols or explain them to others and certainly we didn’t want to waste time discussing their meaning. So we reduced the shapes we use to 2.

Skore’s 2 shapes – the What and Why box

We did want people to think about the value of their work so we introduced the Why box. This ensures that for every piece of work that we describe in Skore we need to have a discussion about why we do it. That discussion could be 15 seconds, or it may take 15 minutes, but it’s essential to know whether the work is adding value or not.

Example of Process Step using What and Why box taken from Skore’s Software Platform

We created a software interface easy enough to use in a live environment and capture a process at the speed of conversation. This is done on a screen in front of people while they describe the process. We recognised writing sticky notes distracts from the flow of information from participants.  Whether re-writing a spelling mistake or having to completely rearrange all the notes on the board because they missed an important step out somewhere.

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Of course the by product of this ‘process improvement’ is everything you capture is immediately stored digitally. There’s no need to take photos, roll up the paper and transcribe it into various formats afterward. Content is shared instantly at the end of the workshop. In a recent example one of our partners saves 2 days of follow up work for each workshop they run. At around 100 workshops per year  – that’s a significant saving of 200 days.

Using Skore going forward.

Finally Skore addresses the waste issues concerning the ongoing management of documents following a workshop. Huge amounts of information are gathered, not just process flows. Roles and responsibilities, risks, timings, costs, delays, questions, actions, issues, the list goes on. All are documented somewhere and relate to specific parts, or steps, in the process. They must be updated and kept in sync. Skore stores this directly against the process so that any change you make will instantly highlight any dependencies and be reflected through all the information. 

Using Skore enables Lean teams to ensure that their information gathering and process mapping is efficient and effective. Surely Lean consultants themselves should be able to recognise that sometimes we all need to change and embrace the new ways, even if that means recognising that Lean approaches can produce wastage too. 

Skore Digital Discovery is cloud based software that enables you to align your people, processes and tools. A process discovery, insights and improvement platform with a live workshop tool, it reduces the capturing processes stage from weeks to days. Skore’s Lean Assess module identifies value add and non value steps in processes and calculates savings for your organisation. Click here for a free trial.