Governing Body Spotlight

Carol L. Smith is the Chief Information Officer at DePauw University, where she has spent over 30 years driving technological innovation in higher education. With a background that combines computer science, English literature, and instructional technology, she has led enterprise-wide digital transformations and fostered cross-institutional partnerships throughout her career. Carol is a recognized thought leader in the higher education technology community, having served on the EDUCAUSE Board of Directors and as a founding board member of the Higher Education Systems and Services (HESS) Consortium. 

A fun fact about Carol: She is an avid speed walker and spends many weekends racing in 5K’s and 10k’s around her state.

Learn more about the Indianapolis CIO community here.
 

Give us a brief overview of the path that led to your current role.

My journey to CIO began with a passion for enabling others to use technology to achieve their goals. I started my career as a programmer writing assembler language code for radiation equipment, then moved into data coordination in medical genetics research. What drew me back to higher education was the opportunity to bridge the gap between technology and learning. I returned to DePauw and progressed through various IT and each position built upon the previous one – from supporting individual faculty with technology to leading institution-wide digital initiatives. My path wasn't just about climbing a ladder; it was about deepening my understanding of how technology can transform education while building the collaborative relationships essential for successful IT leadership in academic environments.
 

What is one of your guiding leadership principles?

Collaboration and shared expertise are essential for solving complex problems. Throughout my career, I've learned that the most innovative solutions emerge when diverse perspectives come together around a common goal. This principle has shaped everything from how I build partnerships across campus departments to my extensive involvement in higher education consortiums, as well as Gartner C-Level Communities. I believe that by creating inclusive environments where stakeholders feel heard and valued, we can tackle challenges that no single person or institution could solve alone.
 

What is the greatest challenge CIOs face today, and how are you addressing it?

One of the greatest challenges facing higher education CIOs today is delivering enterprise-level technology with constrained resources while maintaining the personalized, relationship-driven service that meets the needs of today's students. Smaller institutions face unique pressures – they must deliver many of the same tech offerings as their larger counterparts, but with significantly leaner budgets and staffing. I'm addressing this through strategic partnerships and consortium memberships that enable us to pool resources and share expertise. As well, I focus on building strong relationships with institutional leadership to ensure our technology investments align with our strategic priorities and demonstrate clear ROI.
 

What is the key to success for someone just starting out as a CIO?

The key to success for someone just starting out as a CIO is to understand that technology leadership is fundamentally about relationship building and strategic thinking, not just technical expertise. Invest time in deeply understanding your institution's mission, culture, and strategic goals before proposing solutions. In higher ed, build genuine partnerships with faculty, staff, and students – they are your customers and your greatest allies in driving meaningful change. Don't try to tackle everything at once; instead, identify a few high-impact initiatives where you can demonstrate clear value and build credibility. Finally, actively engage with professional communities and peer networks. The collective wisdom of experienced CIOs and other leaders has been invaluable throughout my career, and these relationships often provide the insights and support needed to navigate complex challenges.
 

How do you measure success as a leader?

I personally measure success as a leader through three key lenses: institutional impact, team development, and community contribution. Institutionally, I look at how effectively our technology initiatives support student success, faculty innovation, and operational efficiency. For my team, success means creating an environment where staff can grow professionally, contribute meaningfully to our mission, and maintain work-life balance. Finally, I measure success by the value I can bring to the broader higher education technology community – whether through mentoring emerging leaders or sharing our experiences to help other institutions facing similar challenges.
 

What is the value of being a member of Gartner C-level Communities?

Being a member of the community provides access to a broad network of technology leaders who understand the unique challenges we face, regardless of industry. The cross-sector perspective is invaluable, as the strategic and leadership challenges facing CIOs are remarkably consistent across industries. The community offers a rich environment to share ideas with peers who truly understand the pressures of C-level leadership, and the structured format of the sessions ensures focused, actionable discussions that you can adapt and apply at your own organization. All of these elements together contribute to the success of its members and organizations.

Gartner C-level Communities Governing Body members share their insights and leadership perspectives to shape the agendas and topics that address the top priorities impacting business leaders today.