The Top 9 Legacy Modernization Drivers for Enterprise Organizations
Part 2 of a 6 Part Series
Legacy systems create roadblocks that impede digital business transformation, obstructing an organization’s agility in responding to market demands, innovating solutions, and strengthening their competitive edge.
One thing is clear: technology is evolving rapidly right before our very eyes. Every aspect of our lives and the society we live in is touched by these changes. There’s no sign of a slowdown in sight. The microcosm of software development is experiencing the same thing. Organizations require speedier development philosophies to get their services and products to market faster than ever to remain competitive and relevant in the marketplace.
Business agility is the new source of business value.
We’ve known this day was coming for a long time. As developers faced the turn of the century, they started to question and criticize the popular processes and assumptions at the foundation of their field. Concepts like Waterfall development methods, having highly detailed requirements before starting development, and designing comprehensive architectures came under fire. In the mid-1990s, a small group of thought-leaders worked on approaches to the development designed for speed and change. The term “agile software development” emanated from this group in 2001, launching the software development microcosm into a new era. Since then, the agile philosophy has become the best-practices standard for software development.
As mainframe developers experienced with procedural languages retire at increasing rates, and the cost of maintaining the mainframe rises steadily, organizations are justifiably nervous about the future. These organizations need a strategy that embraces agile development and the cloud, yet balances with mainframe environments until a full modernization of their systems can be completed.
Some organizations are looking to a bimodal IT strategy to solve their problems. Under a bimodal strategy, the organization essentially runs two IT organizations, one mired in the old ways and one pursuing the new. While executing a bimodal strategy can be done and may help an organization manage key systems while adopting new, more efficient development techniques, it is rather complex and costly. The strategy essentially leaves the organization with two IT camps competing for limited resources, yet needing to work closely together. This strategy is designed for the short term; it’s not a strategy you would want to rely on permanently. It’s critical to transform the legacy environment, instead of adapting your methodologies to it, to ensure your organization can meet the requirements of the business and competitive demands of the market moving forward.
Legacy modernization efforts are being driven by specific business outcomes even as business and IT departments both strive to extend the life of existing applications while bringing additional functionality and value to the organization.
Business operations, risk management, and business growth are key driving forces for modernization efforts rather than simply seeking cost reductions from getting off a mainframe. The focus on business outcomes enables IT and the organization to focus their time and investments where the business outcomes are greatest and yet prioritize their modernization initiatives using a portfolio strategy.
“Three out of four Federal IT managers (77%) say application modernization will improve the end-user experience at their agency. “ MeriTalk – Future Ready Applications: The Modern Legacy https://www.meritalk.com/study/future-ready-applications/