Renae Craven
Principal Consultant | National Business Agility Capability Lead | CSP-SM | CSP-PO | CAL1 | ICP
Innodev
location_on Australia
Member since 4 years
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Renae Craven
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Agile is a mindset that values empowering individuals to deliver a product that is valuable to customers. Organisations that have a desire to be Agile are wanting to deliver what their customers are asking for more frequently, and need to use the expertise in self-organising teams to achieve this. They recognise the technology of the 21st century means they need to be adaptive to their market and frequently test their market with new ideas.
Renae has over ten years of experience leading and coaching organisations through their transformation to an Agile mindset, including the establishment of roles, development of cross functional teams and improvement of supporting practices and principles. Renae has also affected organisational cultural change by coaching individuals to adapt to an agile mindset from an individual or fixed mindset.
Renae is a strong facilitator and is passionate about building Scrum delivery teams that can self-organise to achieve commitments and hold themselves accountable for all outcomes.
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Embrace the storm: Unlocking your organisation’s agility by harnessing the turbulence and chaos of Agile transformations.
Renae CravenPrincipal Consultant | National Business Agility Capability Lead | CSP-SM | CSP-PO | CAL1 | ICPInnodevschedule 11 months ago
25 Mins
Talk
Intermediate
A storm is defined as a disturbance of the atmosphere or the state of an environment and life brings them in many forms and sizes. Some bring significant disruptions to normal conditions, while others destroy the existing structures and force a rebuilding. As humans we will experience various storms throughout our lives with the aim of surviving them all.
We are so used to the occurrence of storms that preparing for them has become second nature. We have the technology available to us to help predict them, their size and intensity so we know what to expect and plan accordingly. Best practices exist to manage the storms. However with climate change it feels like there are more ‘freak’ one in a 100 year occurrences happening which take everyone by surprise. The best practices lead to chaos. What’s the future going to hold and what can we learn today to in order to build our resilience for future storms? Do we reflect the shifting environment into our existing practices?
How do we apply these learnings from our life to an Agile transformation of an organisation?
On the horizon, a cyclone is growing in intensity and heading towards your organisation to disrupt the existing paradigms. Everyone is scared and uncertain of what will survive or need to be rebuilt after the agile transformation has hit. What do we need to do to prepare for the transformation? How are we going to work together to build our resilience in the chaos of the cyclone?
How do organisations embrace the storm?
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10 Ways to End Up in the Agile Transformation Doghouse
Renae CravenPrincipal Consultant | National Business Agility Capability Lead | CSP-SM | CSP-PO | CAL1 | ICPInnodevschedule 1 year ago
30 Mins
Talk
Intermediate
Agile transformations are not easy. And if you’ve ever been involved in one, or two (or more!) you’ve hopefully figured out that they’re not all the same.
In my experience, there are some common patterns that are a hindrance to agile transformations. This topic will explore 10 of these patterns which either impede organisations or delay their move to an agile organisation.
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10 ways to end up in the Agile Transformation Doghouse
Renae CravenPrincipal Consultant | National Business Agility Capability Lead | CSP-SM | CSP-PO | CAL1 | ICPInnodevschedule 1 year ago
25 Mins
Talk
Intermediate
Agile transformations are not easy. And if you’ve ever been involved in one, or two (or more!) you’ve hopefully figured out that they’re not all the same.
In my experience, there are some common patterns that are a hinderance to agile transformations. This topic will explore 10 of these patterns which either impede organisations or delay their move to an agile organisation.
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