Empowering Leadership through Innovation in Higher Education

Brian Fodrey, Assistant Vice President, Business Innovation, Carnegie Mellon University

Brian Fodrey is an expert in educational technology. He is the Assistant Vice President, Business Innovation at Carnegie Mellon University. His works focus on strategic change, organizational leadership, and transformation in higher education. His ideas and themes have been inspiring students and teachers for years.

Brian Fodrey shared his expert insights for the upcoming 2025 edition of Education Technology Insights, offering valuable guidance and thoughts about the evolving role of innovation and leadership.

The Journey from Curiosity to Leadership

My interest in technology and education grew from an early fascination with how learning improves when the right tools align with the right instructional approaches. Earlier, I was drawn to roles that connected faculty, staff, and students with technologies that made their work more effective, engaging, and accessible. Working at the intersection of academic strategy and IT operations showed me how purposeful technology adoption with strong partnerships accelerates institutional goals. This shaped my career path towards leadership roles where I could influence the systems in place and the culture of innovation that surrounds them.

Overcoming Barriers while Focusing on Human Impact

I’ve learned that transformation in higher education succeeds when it’s as much about people as it is about processes and technology. These principles lead to ambitious and achievable initiatives, while focusing on people's well-being:

• Shared purpose over top-down mandates – Build buy-in through shared governance, co-creation, and transparency.

• Clarity of vision with flexibility in execution – Set the destination clearly, but adapt as new insights emerge.

• Empathy and curiosity – Embrace the collective wisdom of others, actively listen to diverse perspectives, and challenge assumptions or unacknowledged norms.

• Sustainable change over quick wins – Design solutions that can scale and endure beyond the initial implementation.

Progressing towards Digital Transformation

Digital transformation in higher education was equated with moving services “online” or modernizing infrastructure. Today, it’s a holistic and strategic effort focused on advanced analytics, AI, and accessibility practices to reimagine the student, faculty, and staff experience entirely.

“Transformation in higher education succeeds when it’s as much about people as it is about processes and technology”

Recently, Carnegie Mellon University established a Center of Excellence model that has elevated process improvement, change management, project management, and generative AI – all within our applied contexts as important factors in equipping our campus community with the skills, mindset, and networks to advance digital transformation initiatives. Anytime I have the chance to launch something “first” in an environment, and do it in a way that is scalable, inclusive, and impactful—it’s deeply fulfilling.

Breaking Computerized Challenges

Cyber security, accessibility, and digital equity requires immediate attention, but I have devoted the most urgent and sustained focus to digital accessibility and equity. The pandemic underscored that without intentional design, technology can directly widen existing gaps in access and opportunity. My work has ranged from helping to establish a dedicated digital accessibility office to serving on a community engagement board focused on digital literacy and access. Central to these efforts is creating opportunities that span functional awareness and allyship, physical access, and the development of essential skills and abilities—hallmarks of success in today’s world. This ensures that accessibility and access are treated as compliance measures and shared responsibilities to those we serve.

Embarking on the AI’s change

Generative AI is transforming both the academic and administrative sides of higher education. The challenge now is to move beyond experimentation and toward an intentional, ethical, sustainable, and measurable approach that aligns with each institution’s mission.

Equally critical is the continued adoption of interoperability standards and strong governance frameworks. The ability to securely and intelligently connect learning analytics, student success systems, and enterprise platforms will enable institutions to act on insights like supporting the full student lifecycle, improving predictive forecasting, and enhancing organizational effectiveness, especially in resource-constrained environments. In parallel, we will see enhanced attention on user experience, driving the development of technology ecosystems that are frictionless, accessible, personalized, and fostering deeper, more meaningful engagement between students and their institution.

Guidance to Future Innovators

First, develop range—understand both the technical and human dimensions of the work. Leaders in this space must be as comfortable in a project governance meeting as they are in a faculty senate discussion. You build that range by actively listening with the intent to learn, translate, and navigate between diverse stakeholder groups.

Second, get involved with your current role and adjacent spaces. Join a community advisory group, serve on a national board, or volunteer, with the focus of seeking out opportunities that connect you to those you ultimately want to serve, to your industry, and other smart, engaged peers.

Finally, cultivate your network. Higher education is a deeply collaborative sector, and the relationships you build will often open doors to new ideas and opportunities you might never have envisioned on your own.

Digital Transformation

Project Management

Educational Technology

Change Management