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 .

» 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 .

» 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 ”