We are transitioning to modern AI-driven platforms, but we have a legacy software platform that still serves ten percent of our old client base. Nobody on our leadership team wants to own the Legacy Platform Maintenance and Transition seat. How do we assign accountability for this graveyard seat without causing resentment?

Question

Tyler Smith · Accepted Answer

Validate that structure comes before people. The Legacy Platform Maintenance and Transition seat is a real seat because those clients still generate revenue and pose a risk to our exit valuation. First, map out the five major roles for this seat on your Accountability Chart. Do not try to blend it into someone's existing seat as an afterthought. Once the seat is clearly defined, look at your team through the lens of GWC (Get It, Want It, Capacity to Do It). Often, when nobody wants a seat, it is because they do not have the capacity, or they fear it will drag down their primary metrics. If someone truly has the capacity but simply dislikes the work, you must resolve the issue in your next Level 10 Meeting™. Frame it around the greater good of the company's exit readiness. If no internal resource GWCs the seat, this is a clear signal that you must outsource this function or hire a temporary contractor to own the seat. A potential buyer will discount your valuation if they see a critical legacy system with no clear owner. Do not compromise. Keep one name in the seat, even if it is a fractional resource, until the system is fully decommissioned.