Rohan Light

Opinions expressed by ICN authors are their own.

Rohan works in the change management domain, specializing in business risk, enterprise analytics and innovation strategy. The focus of his practice is the decision behavior of groups. He uses his U.K. Cabinet Office Management of Portfolios qualification to wrap everything together.

He teaches a strategic thinking class at Victoria University of Wellington and writes about issues of justice on Switch & Shift, "The Human Side of Business." He gathers his thoughts on the evolution of management on his own blog, Ouroborus.me.

He volunteers as the chairman of the SAS Users of New Zealand, New Zealand's longest standing and largest analytics user community. His purpose is to help build a world-class analytics capability for New Zealand. He also stages an analytics event.

He grew up on a farm where he learned pragmatism, system thinking and plain talking. He cut his teeth as a young professional working in the central administrations of multinationals in London. He learned service business management in the hospitality industry.

He started working through public sector management questions at the New Zealand Treasury while handling ministerial correspondence on tax, infrastructure and economic policies. He commenced internal consultant work in the New Zealand Inland Revenue service with a series of specialized roles in the risk, design, portfolio management and business group domains.

The opinions expressed in this blog are those of Rohan Light and do not necessarily represent those of IDG Communications Inc. or its parent, subsidiary or affiliated companies.

To manage GDPR data risk, pay attention to your service level agreements

Data governance moves past throwing facts together

Data governance moves past throwing facts together

Learning how to learn is becoming a critical executive skill and learning to think probabilistically will become table stakes.

Choosing a smarter metaphor for your data governance strategy

Choosing a smarter metaphor for your data governance strategy

Organizations want to be “data-driven.” The gist of which is they want people using data to make decisions. Leaders know that too many people make stuff up. And every leader has done it themselves, so it’s not as if it’s a secret...

Enterprise analytics gives responsible control over data exploration

Enterprise analytics gives responsible control over data exploration

Data becomes information through communication. We want as many smart people to have easy access to rich data. Enterprise analytics is a control for leaders to avoid indulging in 'elaborate rubbish'. For every task there is a tool...

Content analytics shows us alternative pathways to success

Content analytics shows us alternative pathways to success

Writing is evidence of thinking. We hire knowledge workers to think and then convert their thinking into action. People produce content that looks like work, based on what they think work should look like. An important part of content...

Enterprise analytics is about finding better problems

Enterprise analytics is about finding better problems

The digital part of transformation is only the technology element. Transformation happens when the enterprise mission changes. Once an organization is a certain size it becomes like a vertebrate: Everything needs to connect to the...

Good analytics governance isn't about better information

Good analytics governance isn't about better information

As organizations evolve, or try to evolve, the matter of governance inevitably comes up. Elegant delegation and decision rules come undone at the first special case that requires a variation from the norm.

For enterprise analytics, good governance isn't centralized governance

For enterprise analytics, good governance isn't centralized governance

The ease with which customer-facing business units obtain self-service analytics platforms is leading to a proliferation of analytics in the enterprise. But that proliferation of self-service analytics presents corporate IT with...

Analytics helps the enterprise find its identity

Analytics helps the enterprise find its identity

Consumerized analytics applications are everywhere, but their presence isn’t obvious. Managing this phenomenon at the executive level isn’t easy. People are always looking for the silver bullet, the single solution. It can’t all be...

Transformation is happening: Enterprise analytics helps give it shape

Transformation is happening: Enterprise analytics helps give it shape

The creative economy is an entirely different beast from the industrial economy that preceded it. The shift to the creative economy is hard enough without our continued use of mass-production-era management techniques. It’s...

Analytics provides the data, leaders negotiate the truth

Analytics provides the data, leaders negotiate the truth

Analytics, like history, is about what facts mean. At the enterprise level, analytics is a negotiation about what facts mean. We ”mine data” but we don’t ”mine facts.” We employ ”data scientists” not ”fact scientists.” The strategic...

Enterprise analytics isn't about competitive advantage

Enterprise analytics isn't about competitive advantage

Competitive advantage used to mean something. Competitive advantage is a core part of the sales pitch for analytics. But the strategic CxO is wary of buying into that. Because analytics isn't about competition

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