As an experienced FTSE100 Group CIO who has enabled transformation some of the UK’s largest organisations, Persimmon Homes’ Paul Coby knows a thing or two about what it takes to be a successful CIO. Fifty things, to be precise. Like the importance of bridging the gap between technology and business priorities, and how all IT projects must be business projects. That IT is a team sport, that communication is essential to deliver meaningful change – and that people matter more than technology. And that if you’re not scared sometimes, you’re not really understanding what being the CIO is.
Transforming House Building
Coby joined Persimmon in late 2022 to steer a digital technology transformation across the organisation’s network of 29 operating companies in five regions of the UK – in all, with more than 250 building sites. Founded in 1972, Persimmon is one of the UK’s leading housebuilders, committed to the high standards of design, construction, and service. Its vision is to be Britain’s leading homebuilder, placing quality and customer service at its heart and building the best value homes in sustainable and inclusive communities. Ongoing investment in innovation and technology is key to this, helping extend the company’s low-cost strengths and enhance its capabilities further.
Coby took the role at a time of increasing digitalisation in the home building and construction industries. And while the pace of digital-driven change across the sector has been slower than in some industries, technologies like smart construction sites, AI and augmented reality, drones, robotics and automation, building information systems, and harnessing data to drive decision making and to safeguard site and workers’ health and safety, are starting to transform the industry.
Connectivity, Communication & Kit
Persimmon works across the UK from 29 regional offices stretching from the North of Scotland down to Cornwall and West Devon in the south of England. Together, these are responsible for over 250 house building sites and their workforces, together with infrastructure, such as construction cabins for workers and site managers, and sales offices located in show homes. To ensure efficient and effective operation, fast and reliable network connectivity – often challenging due to sites’ locations on the edge of established towns or infrastructure – is crucial.
“Previously we’d had set-ups with just one network, which often had connectivity challenges due to the locations of some of our building sites on the edge of towns and villages. So we had situations where site managers had to head into the local town and use free Wi-Fi,” Coby explains. “A big part of the project was finding the right partner who understood the urgency of providing connectivity to our workforce, and that had a field force capable of getting out to our sites, installing and testing the relevant technology, and ensuring it worked properly.
“Despite the fact we’re talking about what is quite basic technology it was a complex amount of work across all parts of the country and, really, our first big test in our journey,” he continues. “Our big learning was that if you’re trying to make change in a house building company, you have to get your boots dirty. I realised it’s essential for the success of the initiative to get people on site and be visible, to work through the installation and testing, and then continue to make contact with the teams to ensure the technology is working properly. This is where working with the right partner proved to be very important.”
