Dr Giles Carden is Chief Strategy Officer and a member of the executive board at the University of Southampton in the UK. He holds institutional responsibility for all matters relating to the University Strategy. Giles has 30 years working higher education in both the UK and Germany. He writes regularly on a range of higher education policy matters. His most recent work includes editing a collection of essays entitled AI and the Future of Universities, published in October by UK Higher Education Policy Institute (HEPI). Giles academic background is in the earth sciences and he has a PhD in geochemistry.
Recently, in an exclusive interview with Higher Education Digest, Dr. Carden shared insights into the future of universities in the age of AI, the importance of embedding AI fluency in curricula, and his vision for strategic leadership in higher education. He also shared his favorite non-academic book, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Dr. Carden. What sparks your passion for higher education and leadership?
Universities are very complex organisations that exist to advance the frontiers of knowledge and I enjoy the challenge of working in such a rich and rewarding environment.
What do you love the most about your current role?
I thoroughly enjoy my leadership role as Chief Strategy Officer because strategy has a focus on creating a more positive future and it cuts across the whole breadth of activities of the University. Southampton is also a great university to work at.
What role do you think AI will play in shaping the future of higher education?
I have just co-edited an essay volume published by the UK’s Higher Education Policy Institute entitled ‘AI and the Future of Universities’. I proposed this volume on AI because, in my view, it is the most profound external force shaping business, government, and civil society seen in my lifetime. Over my 30-year career, I’ve seen the rise of the internet, email, and mobile phones – all transformative – yet they pale in comparison to AI. I believe, if we fail to embed AI fluency across curricula, a universities value proposition will erode. If graduates can’t secure jobs, why incur substantial debt to attend university? Why should governments keep spending billions? We are at an inflection point. Institutions that invest now in an AI fluency strategy – making it ubiquitous and mandatory across the curriculum – will thrive. Those that don’t may wither on the vine. Furthermore, AI is already transforming research and will accelerate outcomes. In relation to professional services AI will improve productivity and AI agents will transform transactional processes.
What skills or qualities do you think are essential for success in higher education leadership?
You need strong strategic vision to align academic goals with long-term priorities, whilst having an appreciation of the wider forces that can influence strategy. You also need to be able to lead change and effectively, build networks and collaborate across faculties, professional services and external partners. Strong communication and influencing skills are essential if you are to translate complex plans into effective delivery. My role also demands horizon scanning and wide exposure to global trends, for example in geopolitics, economics, and technology. Driving empirical and data-driven decision-making is also crucial. I also believe high emotional intelligence, ethical leadership, and commitment to diversity are critical for navigating complex cultures. Finally, building and mentoring high-performing teams ensures sustainable success and institutional resilience in a competitive landscape.
What role has mentorship played in your career, and how do you mentor others?
I have mentored several colleagues over the years. I think it’s important to give back and to help the next generation of leaders to develop. I think as a mentor you can ask question and get mentees to think about their development, but you should not tell them what to do in their career, that is for them to decide.
Can you share a book, podcast, or resource that has inspired you recently?
I like listing to the following podcasts: Moonshots with Peter Diamandis, the Artificial Intelligence Show and The Rest is Politics.
What is your favorite non-academic book and why?
Any of Yotam Ottolenghi’s books – as I love his style of cooking, whilst it is influenced largely by the Middle East, it is so novel and interesting, but you need to be prepared to have a long shopping list!
What is your biggest stress reliever?
I am a very enthusiastic cook and I have extensive library of books – cooking with a glass of wine is my therapy and also as spending time with my wife and children.
Where do you see yourself in the next 5 years?
I see myself continuing to work in strategy but with an increasing involvement in AI it is enormously interesting and is going to transform the future.
What advice would you give to aspiring leaders in the industry?
My main advice to aspiring leaders is to develop breadth as well as depth of experience. By this I mean it is good to occupy a range of different roles – moving sideways as well as upwards, build collateral for the future – this is something I did in the first half of my career. Plus you should also work at several different universities, the experience is invaluable.