Manage Learn to apply best practices and optimize your operations.

CIO effects a culture change at Yale with ITIL training

Effecting a culture change in a venerable institution is hard. CIO Len Peters remade Yale's IT services in six months by insisting on ITIL training.

Our SearchCIO 2013 IT Leadership Awards recognize the contributions and innovations of IT professionals at enterprise companies. We put out a call for nominations of individuals who have excelled in six categories: cultural innovation, technological advancement, business value, green IT, IT engagement and customer experience.

Bringing about a culture change is a difficult proposition under most circumstances. Driving change on an academic campus, where top-down directives are often met with skepticism if not revolt, can be an exercise in futility. CIO Leonard Peters not only reinvented the delivery of IT services at Yale University, one of the nation's most tradition-bound academic enclaves, he also did it in six months.

Len PetersLen Peters

The challenge was not trivial. The Information Technology Service (ITS)-Yale University, which employs approximately 800 people, had "no operating model" when Peters joined the organization, according to his nomination. To remedy that, Peters turned to The Information Technology Infrastructure Library(ITIL), a globally recognized collection of best practices for information technology (IT) service management, and mandated that all ITS-Yale employees take basic ITIL training.

The new culture of accountability at ITS-Yale didn't stop with ITIL training. Peters' staff developed a tool for reporting performance that is so novel they're filing a patent for it. Most impressive, Peters seems to have pulled off this revolution without leaving a trail of disgruntled employees. "Everybody in the organization is with him," writes a colleague.

Learn more about IT Leadership finalist Leonard Peters in this Q&A.

Number of years in IT: 33

Company: Yale University

Revenue: Nonprofit

Number of employees in the company: 9,100 staff and 3,900 faculty

Number of employees in IT: Approximately 800

Educational background: Master of Science degree in technology management from Columbia University.

First job: My first full-time job was at Merrill Lynch as a computer operator; my first part-time job was at Boone's Fruits and Vegetables (I was 14.).

Judge's comment:

Driving change in an academic setting is a monstrous challenge. Driving cultural change in a relatively short period of time is extremely rare and, in this environment, possibly unique.

LinkedIn: Len Peters

Twitter Handle: @lenpeters

What's the best advice you've ever received? Trust your instincts.

In the movie of your life, who would play your character? Robert DeNiro

If you could have just one superpower, what would it be and why? Transport (like in Star Trek), so I can cram more in without wasted travel time.

What's your favorite app on your smartphone or tablet device? Meditation App

Where do you fall in the iPhone versus Android debate? iPhone

Describe the best technology decision you ever made: To move from Oracle EBS to Workday's cloud-based ERP.

From the nomination:

There was no operating model when he joined; he brought structure to the organization. We created a new tool for performance reporting, which is innovative, and we filed a patent for it. He has changed the old culture at Yale and he survived.

Which current technology is a gimmick or overly-hyped? I think the term big data is a marketing term. Data has always been big on a relative basis.

What's the biggest challenge you face in IT today? Accelerated pace coupled with organizational change management, consumerization and disintermediation.

Which role/internal partner do you rely upon the most? Too many to mention; they all play a critical role.

What's your prediction for the next big technology? Semantic Web and context awareness.

What's your favorite nonmonetary benefit or perk of your job? Working with amazingly bright and dedicated people.

What is the biggest problem you see with corporate cultures today? I don't work in a corporation. But, generally speaking, bureaucracy seems to slow down change, and with technology you really don't have forever.

What are "rookie mistakes" that you see in up-and-coming IT leaders? An unbalanced approach: IT leaders must be able to operate across the spectrum of people, process, financials and technology. This all needs to wrap around a strong focus on your customers' needs, both expressed and unexpressed.

Describe your leadership style: Approachable, communicative, supportive, engaged with the functional teams and aligned with the mission of the institution. I am a team player and I expect the same from my staff. I am highly organized with an eye toward forward-thinking solutions. In addition to being the CIO at Yale, I am a lecturer at Columbia University and there I can hone my skills as a leader by guiding my students through the rigors of building technology solutions.

Let us know what you think about the story; email Linda Tucci, Executive Editor.

This was last published in June 2013



Find more PRO+ content and other member only offers, here.

Essential Guide

The 2013 IT Leadership Awards: Honoring effective leadership styles

Join the conversation


Send me notifications when other members comment.

By submitting you agree to receive email from TechTarget and its partners. If you reside outside of the United States, you consent to having your personal data transferred to and processed in the United States. Privacy

Please create a username to comment.

Finalist Len Peters turned to ITIL to get his organization in shape. Do ITIL best practices still apply in an era of cloud computing, BYOD and mobile computing?
Fundamental best practice is even more important.
Absolutely, but they have to be applied correctly as ITIL is only a framework and guideline (5 books) and doesn't describe the "how"
There seems to be this sense that just because the computing platform is virtual that there isn't a need to remain discipline and thoughtful about what and how services are delivered to the customer. If anything, the challenges are larger because of the arms length relationship with the cloud provider. And add to this challenge the varied platform techologies that BYOD brings to the table.
What the IT Community is quickly coming to realize is that to deploy a cloud strategy within their organization successfully a number of processes and IT Service Management elements have to be defined - and better yet - automated from request through verified provisioning and then keep running as long as needed.
The "cloud" phenomenon only increases the need for well developed and managed IS services within the organization.
No podemos decir que ITIL está desalineada a temas como la nube y las aplicaciones móviles. Ahora más que nunca están de la mano para un mejor funcionamientos de las áreas de tecnología de las empresas, todo con el fin de utilizar las herramientas con fines más estratégicos.
now that the concept of the core has been taken to a new level with possibilities of the core existing in the cloud, ITIL make sense because now the focus is on responsiveness and cost savings, business people might even think that they don't need and IT dept because everyone should be able to do it. ITIL put the focus back to IT as a service entity, we still have to have the know how.