Abstract
Technological platforms rarely vanish suddenly; they decline slowly while still supporting daily operations but no longer delivering strategic value. Organisations depending on these ageing systems must sustain performance while preparing for transition, yet leadership research rarely addresses this long‑tail decline. This study examines how leaders protect performance, preserve organisational identity, and build workforce capability as foundational technologies lose relevance. Drawing on platform theory, sensemaking, and leadership research, it develops a framework showing how leaders navigate strategic ambiguity, build trust, and drive capability renewal during extended technological decline. The study defines platform‑obsolescence leadership as a distinct challenge shaped by strategic ambivalence, identity pressure, and concerns over declining skill relevance. The framework offers scholars and practitioners guidance for strengthening resilience and preparing organisations for technological sunset phases.