The Legacy Problem
Karl Hoods CBE
Group Chief Digital & Information Officer | Multi Award Winning CIO | Technology & Digital NED| CDIO at Department for Energy Security & Net Zero and Department for Science Innovation & Technology
The problem of legacy systems often finds its way into the press and gets many an organisation exercised, usually alongside a big issue - either perceived or real.
Reflecting on a conversation with a colleague before Christmas and I noticed this paragraph in an article I came across yesterday which made me think about;
"....a major roadblock to achieving truly game-changing digital transformation is the decades’ worth of legacy tech systems that are still being used to run their operations."
Of course nobody wants to rely on a business critical system which is so outdated it does nothing but cause problems, takes an army of people to do basic maintenance and/or costs a fortune to support. Then again in some cases an old legacy system may be operating perfectly well!
I can't think of a single technology leader that sets out to purposely create a legacy problem for themselves, inevitably it's inherited or evolves to that point through changes in scope, feature creep, funding constraints etc and becomes increasingly more difficult to do anything about.
Often the solutions seems to be to jump straight to a wholesale replacement but given the scale of some of these systems the resulting programmes can take years, cost more than you think and probably leave you with solving a new legacy problem not long after.
For many organisations this isn't an easy challenge to solve but it is one we can think about differently. When we talk about legacy are we clear on where the problem lies, do we mean;
Being clear on what's included can help determine the extent of the issues and determine whether there are specific themes to address, is the problem:
领英推荐
We can then start to think about breaking the problem up and determining whether there are opportunities to alleviate the problems way whether that's:
There is of course one hurdle that needs to be overcome to resolve many a legacy issue and that's the type of money involved, it's often capital that's easier to come by and opex/admin that's in short supply which in the world of cloud services isn't that helpful.
None of this is new and is probably an approach may of us are taking, but the narrative around legacy just gathers up a multitude of problems under one umbrella, which from the outside is an easy to solve, as someone not working in tech recently said to me:
"surely this legacy stuff is easy, don't you just stick it in the cloud?"
If we can break some of the issues down into themes we might have more success at solving many smaller problems than one large scary one.
Empowering CTOs and founders with rapid digital execution, outpacing the competition and avoiding missed deadlines. ?? Golang consultant (contractor) ?? Founder ?? Mentor ?? Coach
1 年Karl Hoods, great article. When a business implements its own system, not of the shelf product: Indeed, one of the reasons to actually modernise the legacy system is seriously outdated technology that keeps the business back, expensive to maintain and constraints in unlocking new values. New becomes legacy very rapidly. The urge to modernise legacy systems is widespread amongst digital experts. In many instances, it is unjustified. How to extend the lifetime of a new or legacy system? Commit to and improve developer experience (#devex). And most importantly - evaluate your teams' capabilities and skills in modernising legacy systems!
Talks About - Business Transformation, Organisational Change, Business Efficiency, Sales, Scalability & Growth
3 年Thanks for sharing Karl, I have just released my e-book and I'd value your thoughts, will you give it a quick read and let me know if it's interesting? you may have to copy and paste the link into your browser :) https://www.dhirubhai.net/smart-links/AQEzR3vmPFzp6w
Higher Education Digital Transformation
3 年Good point about organisations leaning on legacy systems and technology which today does not pose a problem but without timely intervention or investment will very quickly become barriers to growth and unmaintainable. The later you leave it the higher the cost to the organisation. This is a challenge for CIOs to explain and gain support to address, as it is easier to sell short-term new functionality.
Nice Karl, for me one of the key challenges is that only the technology people tend to 'see' the problem. In the physical world, everyone can spot a machine that has been modified and upgraded over the years that has become inefficient, ineffective or just downright dangerous. They also tend to better realise when the whole machine is simply not worth fixing and needs throwing away in favour of a new one. Another common scenario is that the machine simply no longer 'does' what the organisation needs, more common as organisations pivot and innovate. The challenge is of course that however obvious these things are to the technical teams, they simply aren't to a typical CEO, CFO or even COO. This is why the organisations that are leading the pack by being fast to innovate and evolve tend to have technical people at the helm.
Helping organisations through the use of people, process and technology to evolve, grow and transform
3 年Thanks for posting Karl Hoods