Summary
Scaling an organization or even just a product, inevitably means dealing with your legacy. Through both they and their colleagues' extensive experience with legacy modernization work, Meaghan and Fotina found one consistent theme. View legacy modernization as purely an engineering effort and the outcome won’t be what you want. Legacy modernization needs to be designed. It needs to fit into an overall product strategy and examined through the same lenses of customer, business, and tech impact as anything else. Otherwise you’re just immediately building a new legacy, not something that can scale with you.
Key Insights
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Four common pitfalls of legacy modernization are hubris, distraction, timidity, and over-capitalization.
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A blend of upfront and continuous discovery balances the need to understand existing systems with the agility to adapt plans.
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Visual mapping of features, journeys, and ecosystems is crucial to manage legacy complexity and align stakeholders.
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Strong product management must be both pragmatic and innovative to avoid flip-flopping strategies and deliver early value.
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Change management is a continuous, integral process from research through release, not just announcements or training.
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About 30% additional effort in analysis and design should be budgeted for effective change management.
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Legacy system complexity demands designing at the feature, product, and ecosystem levels simultaneously.
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Avoid big bang releases by slicing modernization into smaller releases for faster learning and value delivery.
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Product managers should actively validate shifts in market needs and avoid merely replicating legacy features.
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Change management cycles should align with the product build-measure-learn process to reinforce adoption.
Notable Quotes
"All negative outcomes in legacy modernization can be traced back to not bringing product thinking to the table."
"Hubris is that belief the market will wait for your big bang release—executives have lost jobs over this."
"We’ve seen organizations try to run 52 projects with only 36 teams—distraction at its worst."
"Lift and shift equals timidity—it’s sticking to what you know rather than delivering real value."
"Avoid too much upfront discovery that delays value and traps you into a fixed plan."
"Maps stop you from getting lost in legacy complexity and keep everyone aligned on what’s important."
"If everyone’s looking at different versions of the plan, you get frustration and confusion."
"A pragmatic product manager decides on strategy and roadmap clarity; flip-flopping kills momentum."
"Change management is not just announcements—it starts with user research and goes through to release and beyond."
"Allocate about 30% of your analysis and design effort to change management for successful adoption."
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