We spend time and effort managing our way through legacy IT systems, recognizing the impact they have on performance, and the cost benefit of spending the capital to replace them.

However, we rarely think about strategy in a similar manner.

Instead we think about the status quo, the culture and the need to change them, and we craft sometimes elaborate re-engineering projects often at great expense, to change them, but rarely think about¬† them as a “legacy” of the past, and therefore to be treated as an oddity to be removed as soon as practical.

Perhaps if we subjected legacy strategies to the same ridicule we heap on legacy IT systems, change would be a lot easier to make.