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.

This…


We’ve all had ideas for a new game-changing product. Maybe it was a “shower thought”. Maybe you had an “aha” moment while struggling for the 15th time to complete a routine task. Or recent market research completed by your team showed a promising new market to exploit. Regardless of the inspiration, you were probably very excited to build out and launch this new product right?

But before investing all your time and energy (and money) into it, how do you know if enough people face the same problem you want to solve? Will they all seek a solution to solve…


By: Ashleigh Gray, Vice President, Strategic Partnerships & Bertrand Karerangabo, Vice President, Digital Strategy

Establishing a clear value proposition is no mean feat. For companies who have been operating for decades, or routinely bring new products and services to market, it’s easy for the overall brand value and each line of business value to get muddy.

However, you’ve reached a point of arrival with a well-defined, differentiated and sustainable statement of your customer benefit. Congratulations!

Now what?

The next step is to turn your value proposition into action. While your business likely has all pieces of the puzzle in place…


Decoupling is a part of your journey to becoming product-centric

Products and platforms exist for every industry, and all claim to make building your customer experience easier, more cost effective, and seamless across digital channels. They offer rich data and infrastructure, as well as frontend or customer experience features. Working with well-established platforms can be beneficial for reducing your lead time to launch new customer experiences, with their solid infrastructure, strong security and data measures, and well-connected features.

However, relying solely on a one-size-fits-all use case often becomes restrictive for companies looking to differentiate in the market. The value proposition…


Do you remember the last time you had a conversation about a newly popular product that seemed to have started losing its way? Maybe it was a new snack that tasted a little different as its ingredients adapted to mass production requirements, or a once-niche home improvement tool that now seemed “off” in quality once it started marketing to the broader DIY crowd.

While that feeling of “off” is not always as immediately noticeable among digital products as compared to physical ones, there are countless stories and case studies of digital products losing their way during their Product Scaling/Growth phase…


For many scale-up companies, digitizing their business model has become the top focus in the one year since COVID-19 created the biggest disruption to our economy of the century. These new challenges required new ways of thinking and doing, and a reassessment of whether their digital experiences were serving customer needs in optimal ways.

Some scaling companies have experienced explosive growth in their online business, while others have struggled to sustain their relevancy and connection to customers. In both cases, however, a focus on digital experience innovation is essential to support growth targets. …


And some tools to help you capture product strategy during this phase

Popular economist and Harvard Business Review editor Theodore Levitt described the product-market fit phase of the product lifecycle as when “a new product is first brought to market, before there is a proved demand for it, and often before it has been fully proved out technically in all respects. Sales are low and creep along slowly.” His description still holds true in today’s digital age.

The Product-Market Fit phase is about developing a market for the product and building product awareness. In other words, product-market fit has not…


And why that strategy needs to evolve as your product grows

At Rangle, our product managers partner with our clients to build customer experience-enhancing products, without direct ownership of the products themselves. This creates a natural tension between our drive as product managers to build the most valuable thing for our clients’ customers in the “best” way possible, and the boundaries we must consider while working within our clients’ business drivers, constraints, and product culture. This means we’ve built a unique perspective on how we capture and define product strategy in our work.

One of our most significant observations has…

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