By Wayne Kiphart, CEO CloudFirst Global.
The lack of IT skills globally is widely acknowledged but the problem is particularly concerning when it comes to older systems. As the experts who built these vital platforms retire, younger generations have not been trained in the skills to maintain the infrastructure nor, sadly, have they learnt their continued importance in the global technology landscape.
The lack of skills has led far too many companies to lag behind on essential operating system updates. Indeed, with systems in use 24×7, the inevitable tension between IT and the business makes it tough to achieve the essential downtime window required to make the upgrades, leaving companies vulnerable to the ever-increasing sophistication of cyber security attacks and, inevitably, increasing reliability concerns for the IT team.
This is not unique to one specific industry either. For example, in the financial industry, recent regulatory developments such as the SEC’s cyber incident disclosure requirements have made it clear that cybersecurity and data risk are now business?critical issues for financial institutions. For example, regulators increasingly expect firms to demonstrate strong data governance in practice, including clear data lineage, tightly managed access, and reliable audit trails that stand up during incidents and examinations. In response, many institutions are moving towards more integrated approaches to risk, security, and compliance that automate oversight and reduce dependence on manual controls and reporting.Furthermore, there is a growing perception that these systems are outdated, antiquated and redundant. This view is not only flawed but is also leading companies to make very expensive mistakes in their modernisation strategies. Many businesses have migrated to a completely new system, only to discover that it lacks the functionality of the original, built up over many decades. Despite a multi-million-pound investment, the business still relies on core aspects of the legacy solution. It cannot switch off the old mid-range system and ends up running two platforms side by side. More cost, more maintenance and, of course, more risk.
Reconsidering Modern
Given the significance of global systems still reliant upon mid-range and mainframe technologies – including finance, manufacturing, distribution and logistics – it is vital to challenge this misperception. These ‘legacy’ applications are not only vital to the business; they are running on hardware platforms and operating systems designed specifically for applications that demand security, reliability and scalability. Without question, they are still fit for purpose.
The issue is not that these technologies are outdated – indeed, providers such as IBM are increasingly embedding modern tools, including MFA and AI, within mid-range operating systems. It is that without the skills to maintain and upgrade solutions, organisations are adding risk of failure and, critically, failing to make the most of ongoing innovation. The implications are far-reaching. Failure to have the security procedures in place – such as MFA – could invalidate cyber security insurance or dramatically increase the cost. Disaster recovery models are untested and resilience solutions lacking the high availability required by 24×7 operations.
When it comes to ‘modern’ technology strategies, it is infrastructure-led issues, most notably security, that should be the priority. These applications work. They are tried, trusted and reliable. What doesn’t work for many companies is the state of the legacy infrastructure. And, without access to a team of skilled mid-range and mainframe experts, that is a problem that simply cannot be resolved.
Future-Proofing Infrastructure
Rather than leaving core operational systems running as is and hoping for the best, the most effective way to modernise is to work closely with a partner that can improve the legacy infrastructure. With a team of engineers who know these platforms inside out, a partner can manage the system upgrades and get the company back on track with the routine updates and patches required to not only embed resilience but also provide access to the latest innovation.Taking this approach enhances the quality of the legacy platform – often reducing costs by maximising the power of modern processing technology. It also frees up in-house IT staff to concentrate on the application and end-user experience. It enables companies to make the most of MFA and AI tools such as IBM’s Bob and supports the migration of storage to the cloud, for example, as well as highlighting opportunities for automation.
Once the infrastructure is in a stable state, a partner can also continually monitor the system to ensure it is performing and available. It can inform recovery and availability strategies, addressing the distinct differences between disaster recovery – when the timing of the last trusted data is known – and cyber recovery, when it most definitely is not known. Critically, access to a breadth of skills can ensure the ‘legacy’ platform is not just supporting critical operations but doing so in a way that is controlled, managed and trusted.
Partnerships and Opportunities
Modernisation is important, but it’s rarely straightforward. The pressure to move faster is inevitable but rushing change into environments that have long relied on stability and familiarity can backfire quickly. Uptime matters. Security matters. Organisations can’t afford disruption just to say they’ve modernised. They also cannot afford to discard functionally rich applications that have been created over decades to deliver core business operations that continue to run reliably and efficiently.
Modernisation is not a clean break, but a practical way of keeping critical systems running while gradually moving towards something more sustainable. By working with a partner with the expertise required, organisations can reduce their reliance on a dwindling number of specialists. They can gain value from a modernised infrastructure that provides a foundation for measured change without destabilising what the business still depends on. And they can begin to explore opportunities to innovate and drive the continual improvement that underpins digital transformation goals.
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