FIVE MINS WITH...
JOHN P. BARDEN YALE UNIVERSITY’S CHIEF INFORMATION OFFICER RUNS US THROUGH THE INS AND OUTS OF HIS ROLE AND HOW IT HAS CHANGED IN THE FACE OF THE COVID-19 PANDEMIC.
Q. COULD YOU GIVE ME AN OVERVIEW OF YOUR POSITION AND WHAT IT ENTAILS?
» Information technology at Yale consists of approximately 450 personnel in central, and about half as many more out in distributed units. That balance reflects how we think about decision rights at Yale. Specifically, there are many aspects of technology that are shared, for example networking, telephony, administrative systems, and these are generally centralized. That co-exists with local specialization that is segmented by both mission and academic units to assure the unique needs of our vastly differing faculty and student needs are met. So, while one facet of my role is assuring the strategic direction, operational precision, and guidance of the central unit, it is equally important to manage the ongoing collaboration and governance functions holistically for the institution. In combination, these assure that we act as “One IT” in the interests of Yale’s faculty, staff, and students.
Q. HOW WOULD YOU DESCRIBE YOUR LEADERSHIP STYLE?
» I believe a leader’s style must meet
the contextual need, but values must be unchanging. Values are the basis of trust, and if you want people to follow you, they need to be able to predict how you will behave. My values weigh heavily toward being direct, taking informed risks, being transparent, fact-based, and valuing high integrity above all else. Every value also creates
“ A LEADER’S STYLE MUST MEET THE CONTEXTUAL NEED, BUT VALUES MUST BE UNCHANGING” 22
April 2021
