NOTTING HILL GENESIS starting the digital transformation process , “ with unity a thread running through ”.
Throughout this five-year process , Peter has been responsible for bringing teams together , “ connecting , integrating and aligning tech with policies and staff culture ”, and altering the perception of technology , while also training and supporting his tech team to become “ changemakers ”.
“ They feel empowered . They feel a lot more confident than they were before ,” Peter says with pride . “ And to give you an example , when I first came in , I saw that one of the applications didn ’ t have basic security , so I showed them how to switch it in .
“ But then , three weeks later , I went back and saw they hadn ’ t changed it . When I asked why , the response was that , as we didn ' t make the software , a request had to be put in for the creators to make that change and then we just had to wait . The team didn ’ t believe they could do it themselves ; they didn ' t feel like they were the changemakers , but the people in the middle who were not empowered to make that change .
“ Now it ' s not a problem , they ' re doing much more complicated things and telling everybody else what they should be doing . It ' s been very transformational ,” Peter explains .
As a result of this newfound confidence and feeling of empowerment among the tech team , the entire NHG workforce has embraced the role of changemaker – and this has fed into the organisation ’ s overall focus on customer centrality alongside a more proactive , hands-on approach .
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