> Were I the CEO of a company like that I'd reduce headcount in the legacy orgs, transition them to maintenance mode, and start new orgs within the company that

> Were I the CEO of a company like that I'd reduce headcount in the legacy orgs, transition them to maintenance mode, and start new orgs within the company that are as insulated from legacy as possible. This will not be an easy transition, and will probably fail. The alternative however is to definitely fail. Oh wow. Want to kill morale and ensure if a few years anyone decent has moved on? Make a shiny new team of the future and put existing employees in "not the team of the future". Any motivation I had to put in extra effort for things would evaporate. They want to keep the lights on? I'll do the same. I've been on the other end of this, brought in to a company, for a team to replace an older technology stack, while the existing devs continued with what was labeled as legacy. There was a lot of bad vibe.