In many past issues of this newsletter, we have often championed change management as if change is inherently beneficial, necessary for competitiveness, and economically sensible. This perspective is supported by countless on- and offline literature focusing on how to implement change effectively—addressing timing, key stakeholders, costs, and anticipated outcomes. But what about the times when “not” changing is the wiser path?
It is easy to assume that change is essential for organizational survival. Yet, the decision is not as binary nor as simple as Shakespeare's famous question: "To change or not to change?" The reality is far more nuanced.
Recognizing Legacy Systems
Legacy systems refer to the established procedures or systems that have endured since an organization's inception. They often persist due to tradition (some even describe them as "culture"), inertia, or the absence of a compelling reason to innovate. While these processes may seem outdated, they frequently hold the key to stability, continuity, and identity.
A recent OD practice conversation with a PhD mentee working in an Archdiocese highlighted this point. We reflected on the Catholic Church's succession planning, inspired by the Netflix movie “The Conclave”, where we explored the secretive yet enduring system that has allowed the Church to maintain stability and navigate centuries of upheaval.
The insight was clear: Organizations often develop systems and practices in response to past challenges, aiming to prevent their recurrence. These legacy processes, forged through experience, are not arbitrary—they are survival mechanisms.
Depth of Change
Change has many layers that are often overlooked, including but not limited to proper timing, devices, systems, templates, workflows, people, and venues. Each layer requires best practices to ensure smooth transitions, effective implementation, and minimal disruption.
Common Legacy Systems
Legacy systems are not exclusive to the world's oldest and most resilient organizations, like the Church. They are more common than you might think—even within your own organization. Here are some examples across various sectors:
- Financial Services and Public Service: Reliance on mainframe systems and outdated languages like COBOL, or even the fast-becoming-obsolete Office 365, which is being upgraded to Microsoft's Co-Pilot for core banking and public service functions.
- Manufacturing and Electric Utilities: Older industrial control systems like PLCs and SCADA.
- Transportation: Legacy applications for reservations, scheduling, and ticketing in airlines and railways.
- Insurance: Outdated policy management, templates, claims processing, and CRM systems.
Challenges
With legacy systems, organizations may be exposed to several risks and challenges, including:
- Higher Costs: Increased maintenance and specialized IT needs.
- Security Risks: Greater vulnerability to cyber threats and data breaches.
- Inefficiency: Workflow disruptions and data silos.
- Incompatibility: Difficulty integrating with modern systems.
- Compliance Issues: Failure to meet regulations, leading to fines.
- Lost Competitiveness: Inability to keep pace with agile competitors.
- Instability: Complex systems prone to failure.
- Lower Productivity: Slow technology frustrates employees and hampers output.
Embrace Change! But Know When to Hold On
Effective OD balances innovation with the wisdom of legacy systems. Before rushing to change, ask the right questions and ground your decisions in data. Conduct organizational research as a formal inquiry. Evaluate whether long-standing practices still deliver value—and adapt only where it truly matters.
As an OD practitioner, your role is to lead with intention. Preserve what works, improve what does not, and build a future that honors the past while driving progress.
Start today—examine your systems and processes, question assumptions, and lead change with purpose.
In this conversation, W. Warner Burke, PhD, will convince you that "Change Management is not OD." Warner is a Professor of Psychology and Education at Teachers College, Columbia University, where he has taught since 1979. A pioneer in OD, he has shaped the field for over 50 years through his scholarly insights and dedication to the profession.
NOTES:
1. Get Ready and Save the Day. The ODPN’s ODLab25: Force for GoOD will be held late July in Zamboanga City. Watch this space for more announcements soon.
Ed Canela’s Courses
1. AI for HR/OD (Virtual), SAIDI Graduate School of Organizational Development and Planning on March 14, 15 and 17, 2025 (9:30 to 4:30). Participants can earn SIX (6) UNITS credits to Ph.D. or MA in ODSP in SAIDI. Contact: Ms Cynthia Cruz AT cecruz@SAIDI.EDU.PH.
2. 6thData Analytics Course for MSMEs, University of the Philippines Institute for Small Scale Industries (OP ISSI) in-person, 3 Saturdays (March 22, 29, and April 5, 2025). See: www.entrepreneurship.org.ph.
3. Future Proof Finance: Strategies for Climate Action,Association of Development Finance Institutions for Asia and the Pacific (ADFIAP), March 24-28, 2025. Contact: Cressida Alday Mendoza AT cma@adfiap.org.
4. “Strategic Leadership and Innovation in a Globalized Digital Era Pamantasan ng Lungsod ng Maynila and the Peter Drucker Management in Nepal, April 21, 2025 In-Person
5. Leadership in Managing Change and Innovation. SAIDI Graduate School of Organizational Development and Planning on April 11, 2025 (9:30 to 12:00). Contact: Ms Cynthia Cruz AT cecruz@SAIDI.EDU.PH.
6. Embracing AI in Optometry Practice in the Philippines, Optometric Association of the Philippines (OAP 75th National Convention), April 4-6, 2025 Makati MMA.