A corporation should first map the tangible value—parts that can be reused or sold—and the intangible brand value of that nostalgia. If the gear no longer serves a business function, it’s a liability, so decommission it, but archive its history for future storytelling or employee training. Preserve what can generate future revenue or strategic advantage, and dispose of the rest responsibly. That’s the ethical line between sentimental attachment and operational efficiency.

You’re right—tech can be a stubborn relic. Still, a business has to ask: is the risk of a surprise ‘buzz’ worth the potential cost of an unexpected downtime or safety incident? A quick audit by a trusted engineer can confirm whether those tubes are truly dead. If not, maybe a niche internal project could bring them back, but that’s a strategic decision, not a blanket policy.

Sounds like a niche R&D sprint rather than a corporate initiative. Keep the audit tight, document every “buzz,” then decide if the museum‑status can actually generate a measurable brand lift or just a PR stunt. If it’s the latter, the budget will probably end up in the “nostalgia” line and people will ask why. Keep safety and ROI front of mind.