By: Rebecca Holland

The goal of most modern organizations is to create a business that centers their customer. Customer-centricity is a byword for enterprises, but too few really treat their users as the experts, and instead rely on what the executive thinks they know about the market, based on their decades of experience. Being focused on the customer then, is a process of unlearning the traditional business decision making practices that many executives were raised on, and radically shifting the mindsets and decision making flows to support swift reactions to market changes.

This is the point of a digital transformation

Many organizations only begin the work of replatforming once it’s an imperative. Their current technologies are making great customer experiences impossible, and the outdated tooling causes such a headache for their customer-facing teams that more resources are spent merely maintaining and finding workarounds for the system than actually bringing new customer experiences to market.

Once this state of desperation is felt throughout the organization, it can be easy to make the leap to a new platform quickly, picking the first option that seems to fit the business, or more likely the first sales pitch that wins over the leadership and…

At Rangle, we believe in sustainable development practices. This is not only reflected in our lean and agile approach to meeting our clients’ needs, but also in our emphasis on individual and team happiness. We express this at the organizational level through things like communities of practice, workshops, lunch & learns, and organization-wide surveys, but also at the individual level through one-on-ones.

As a leading digital consultancy in Toronto, we know that our success is driven by our people. Ranglers are curious, brave, kind, open, and driven. …

A DesignOps practice, despite what the name may imply, has wider company benefits beyond the confines of the design team.

DesignOps (the workflows, processes, tooling and team roles that support high-quality, consistent design practices), is essential for large, and growing, design departments within any organization. In short, DesignOps is how you create great design at scale: Putting an intentional focus on efficiency, collaboration and business impact. A good DesignOps practice has benefits for talent retention, goal-setting and wayfinding in the department, and overall business impact.

Companies with strong design practices outperform their competitors by as much as 2.5 : 1.

The purpose of a design system is to serve the needs of a team, not just an individual designer. You know that creating a design system creates speed, but it’s not simply about the compound effect of cutting down on designer’s grunt work-a design system also removes burdensome communication blockers, and adds speed to the work of the overall agile team, including developers, quality practitioners, and marketing/merchandising teams.

However, the needs of the design system and associated teams are different depending on the size and stage of your business. …

Since 2015, Rangle has been working with Google on tools and resources for developers, including our Angular Training Guide, to be released in a new edition on June 30. In partnership, we introduced Augury, the most-used tool for debugging, profiling, and inspecting Angular applications with Google Chrome. Augury is a tool that visualizes your code, helping developers understand what Angular is doing, without digging through source code. It’s an excellent tool for new Angular developers, but equally useful for experts in the framework.

Augury’s component tree and inspection aspects were by far the most-used features of the tool, but there…

Are we still talking about MVC? Isn’t it dead already, with UML and waterfall? We want to soar through the cloud, create lambdas, use modern stacks, integrate with top-of-the-line libraries, the latest and the greatest — not something from a dust-covered book written a long time ago, in a galaxy far, far away. I hear you, young Padawan, but give me a few minutes of your time, and I’ll explain how those two intersect, and how you can sit on the shoulders of giants.

Let’s stroll down memory lane with a diagram of the MVC pattern:

By: Brendon Montgomery

In the course of three years of consulting and problem solving for companies with existing design systems, one fact has become (at times, painfully) obvious: Design systems are hard to get right.

The pieces that make up a design system are not complicated. Rather, it’s the organizational impact of a design system that’s hard to master, which is also one of its most important values that it provides.

In an enterprise context, there’s a lot of organizational complexity to battle. There are almost always multiple products and regions, which means the design system must scale to meet…

The ultimate business goal of any product organization is to see its products reach the Product Maturity phase of the product lifecycle. Reaching this coveted phase, especially in today’s digital age, represents levels of determination and strategic execution that are difficult to achieve.

For a product to have reached this level of success and longevity means that the product teams and leaders have continuously revisited their product strategy to remain relevant to shifting customer and market trends, pivoting as needed. It means they employed continuous discovery techniques to ensure ongoing delivery of meaningful value even as the product scope grew…

By: Brendon Montgomery

Leading organizations have invested enormous resources into their digital experience, maturing their digital capabilities and delivering better experiences to customers. With all the right tools, people, and the right mindset, why are there still blockers?

What gives?

Rangle is about to hit our 8-year mark as a business. We’ve seen the evolution from delivering new, but isolated, applications to the market, to delivering at scale, with digital experiences the norm across all customer touchpoints. Scaling best practices for digital across business lines, products, regions and touchpoints is a serious problem, and takes incredible focus to orchestrate.


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