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When the IT steering committee finally reviewed the hardware inventory , several architects admitted they ought to have decommissioned the legacy mainframe years earlier . The system looked reliable on paper , yet reliable it was not when modern applications attempted to query it . What the engineering team needed was immediate data migration , not endless theoretical debates about uptime . Ought we to have migrated the core logic instantly ? Most of us now think we ought , though at the time few dared bypass the established vendor lock - in . It was David who first noticed the transaction lag during peak hours . It was speed that the new microservices demanded , and demand it they did until the mainframe processor repeatedly stalled . David dare not reboot the central server himself , nor dare I , though both of us documented the escalating latency . They might have prevented the bottleneck had management approved the cloud transition earlier . Might have , yet approve it they did not until the system crashed completely . Not once did anyone acknowledge that the aging hardware was a financial liability , and a liability it certainly proved to be . " We needn't have renewed the maintenance contract , " David whispered as alarms sounded . Needn't have , he repeated , because virtualisation would have handled the load effortlessly . " I haven't trusted this server since July , " I admitted . " Neither have I , " he replied . Ought we treat legacy infrastructure as a permanent fixture ? Few in the industry think so , and neither do our engineers . What I dare not forget is how institutional inertia can paralyse technological progress . Why do large organisations struggle to replace outdated technology ? Have you ever worked with obsolete software that refused to die ?
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