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At the Geelong HR Roundtable in October 2024, as part of the Change and Transformation Theme, we were privileged to hear of the journey of organisational change at the City of Greater Geelong (COGG), from Troy Edwards, Executive Director, Corporate Services.
Troy shared, shortly after his appointment at the beginning of 2024 and under new CEO, Ali Wastie, the City was in a very different place. They found that the Council, under a previous leadership structure, had decision making highly centralised. Innovation was stifled, the organisation was highly risk averse and accountability was lacking.
The turning point for the City came with the appointment of our new CEO, Ali Wastie, and the formation of a new executive leadership team. Ali’s expertise in local government helped the organisation shift from survival mode to one focused on security, confidence and growth. A critical insight, Troy shared, was that leadership shapes an organisation’s culture—leadership behaviour, decisions, and communication styles directly influence how the entire organisation operates.
One of the first tasks was to address the centralisation of decision-making. To shift the dial to an organisation that fosters innovation and trust, decision-making needed to be decentralised; giving managers more autonomy, and encouraging them to take ownership of their work. This shift in leadership approach created a more empowering environment, where employees felt responsible for setting and managing their budgets, teams and KPIs.
The biggest item was the development of a new strategic plan, focusing on the City’s core business, regional development, risk-taking, and community impact. This strategic framework provided a roadmap for where COGG wanted to go and how, internally, they would fulfil the key objectives of the Council Plan.
Troy reflected on the challenge faced in the transition back to the office, the City of Greater Geelong’s new state of the art offices, after the pandemic. Many staff had adapted to hybrid work, but to allow collaboration and innovation to thrive, the organisation needed more in-person interactions. This led to the implementation of a return-to-office policy, but this was combined with making the office an inviting, welcoming, accepting and engaging space. Events like BBQs, office tours, and cross-team interactions helped integrate field and office staff, ensuring everyone felt part of the same organisation.
Through all of this, Troys biggest message was “BE NORMAL”. Be authentic and curious. Change management is complex, but ultimately, it’s about creating relationships built on trust and openness.
If individuals could play this narrative of being “normal”—approachable, curious, and engaged—you can feel more connected with your team, division and organisation.
Looking ahead to 2025, COGG are excited to implement its strategic plan. Organisational transformation is ongoing, and while challenges remain, Troy is confident that by nurturing a culture of trust, accountability, and innovation, the City of Greater Geelong will continue to grow and evolve as an organisation.
Key Learnings and Takeaways
- Leadership Shapes Culture: The leadership we choose and the way we behave profoundly influence the organisation’s culture. Leaders must model the values and behaviours they want to see in their teams.
- Decentralise Decision-Making for Empowerment: A centralised decision-making structure can stifle innovation and accountability. By decentralising decision-making, an organisation gives managers and employees more ownership, fostering a culture of trust and empowerment.
- Create a Clear Strategic Plan with Actionable Steps: While COGG had a 4-year Council Plan (outward facing) having an internal strategic plan provides direction, for key goal attainment and then having managers input how they will achieve their element of the plan through clear actionable steps – their own business plan that falls under the Strategic Plan.
- Foster a Strong Organisational Identity: Council’s Internal communication campaigns, headlined with the theme “We are the City,” can help create a strong sense of identity and purpose within the organisation. Regular updates and engagement ensure employees feel connected to the mission.
- Be Authentic and Build Trust: Authenticity is key to effective leadership. Being approachable, curious, and genuine helps build trust and fosters an environment where employees feel supported and valued.
- Encourage Cross-Team Collaboration: Organisational change isn’t just about office policies—it’s about creating an inclusive environment where all teams feel engaged and connected. Events that bring field and office staff together can break down silos and build a more cohesive organisation.
- Transformation is a Continuous Journey: Change takes time. While the strategic plan has been developed, transformation is an ongoing process that requires consistent reflection, adaptation, and leadership.
About Troy Edwards
Troy Edwards, Executive Director, Corporate Services
Troy is the Executive Director of Corporate Services at the City of Greater Geelong.
He brings to the role a well-regarded track record of achievements and deep understanding of council operations and the wider local government sector. A respected public sector, he has a passion for positive outcomes, collaboration and innovation. He also has extensive experience working in and around government at all levels.
Troy has held several positions in the Commonwealth public service, as a policy adviser in the Federal Parliament and as the managing director of one of Australia’s leading independent public relations consultancies. Prior to joining Geelong, he was the Executive Director, Policy & Advocacy at the MAV.
An urban planner by education, Troy has completed a Master of Arts degree at Monash University and is a graduate member of the Australian Institute of Company Directors. Troy is a current board member of No To Violence, Australia’s peak body for organisations and individuals who work with men to end family violence.
