Are legacy systems still relevant to the way we do business today?

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CTO, 11 - 50 employees
Their only advantage is you can't get rid of them. But are they really relevant to the way we do business now? Not really.
CEO in Services (non-Government), Self-employed
Well, they are and they aren't. If I look at the legacy systems that are out there in the large factories—think GM, Ford, you know big boys—all of this is coming from the need to make a business decision. The fastest time to decision gets me closer to zero time to value. From the manufacturer's point of view, zero time to value is the goal in every process. Interestingly, I'm seeing the same thing coming out of the Walmart’s of the world.
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CTO, 11 - 50 employees

Right. I think you're seeing it broadly. What you just said is absolutely perfect for the CEO, but what I need to do is make a hero of the guy who owns a particular outcome. So one of my customers is the person who has to make sure that the delay between outages is less than an hour. Or the time to repair an outage in their network is under an hour. So the way to get there from a startup perspective is to make individual people in the org heroes, and then you'll slowly move the whole thing up. But ultimately selling top-down is really tricky because everybody knows the goal of getting to show the business decisions and so on, the problem is finding the heroes.

CEO in Services (non-Government), Self-employed

Companies can lose $100,000 per second that they are down. That's a lot of money, and that's a tremendous amount of pressure on the operational technology folks. And I think that getting buy-in from the operational technology champions or heroes as you call them, who you want on your side is where you have that overlap. You don't have a lot of synergy between OT and IT, they've always been warring factions, but now the top-down and even the bottom-up are saying to them, "Look, you have to get time to decision down. We can't afford to be down. You have to be able to make a decision very rapidly," and in doing so, your stream of consciousness, as I'm now calling it, has to merge with what's in the legacy systems that we're mining and somehow those two things have to coalesce.

CEO in Services (non-Government), Self-employed

Under other circumstances I would absolutely agree, creating internal heroes/champions is the way many vendors get their feet in the door and build successes one by one to prove their value across an organization. But we both know that's a long process and very costly for the vendor. Today  the need for speed ( whether digital transformation or Industry 4.0) and with it the need to create, capture optimize or deliver value suggests there's far more of a C-level appetite.

CEO in Software, 11 - 50 employees
Today we consume almost everything, outside of traditional cloud solutions, very similarly to the way we did more than 10 years ago. Based on the customers that I talked to and based on the complex dynamics of the market, I expect that history will repeat itself and that a significant portion of the population will want to solve these unique problems that are represented by what we're calling the Edge and the environments associated with delivering solutions closer to where the action is occurring. They'll either want people that supply to them in a unique way that solves their problem exactly, or they'll want to build their own.
Director in Manufacturing, 1,001 - 5,000 employees
We still run many of our smaller manufacturing plants on legacy ERPs and control systems. Data is eventually fed to the global SAP system but it’s just not economically feasible to replace every legacy application. Eventually with other or additional reasons the legacy applications will be replaced
IT Director and Software Producer in Software, 11 - 50 employees
Relevant? Yes.

Important? Yes.

Frightening? Yes.

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