Almost every established business depends on at least one ageing system that everyone is quietly afraid to touch. It runs critical operations, it is poorly documented, and the people who built it have often moved on. Yet it holds the business back: it is expensive to...
When a modernisation programme goes wrong, the failure is far more often in the data than in the code. A new application can be rebuilt; trust in the numbers, once broken, is extraordinarily hard to recover. Customers notice missing records, finance notices balances...
Every leadership team has heard that their systems carry technical debt, and most accept it the way they accept a vague medical warning: real, probably serious, but hard to act on without numbers. The trouble is that “we have a lot of technical debt” is...
The instinct when a legacy system becomes painful is to start again from scratch. It feels clean, decisive and final. In practice, big-bang rewrites are where modernisation budgets and reputations go to die: the new system has to match years of accumulated behaviour...
Rapid growth and acquisitions are good problems to have, but they leave a distinctive mark on an organisation’s technology estate. Each team, region, or acquired company arrives with its own tools, its own systems of record, and its own way of working. A few...
