It was company policy to refresh each employee’s computer every three years. Sarah was no different, so when the call to renew her laptop came to the coordinator for the department, the coordinator approved a new laptop for her. Soon enough, the IT department informed Sarah that they would be stopping by to install her new laptop. That is when this whole thing began.
Sarah had decided she didn’t want the typical renewed laptop. Oh no, that would not do for her. Now, she had not told anyone this, but this is what she wanted. What did she want? Well, she wanted something different. She wanted a laptop made by a company that has a fruit theme. This didn’t bother the IT department, as they had two different types of fruit-themed laptops available for users.
But wait, Sarah said, she didn’t want either of them. She wanted something special. She wanted something that they didn’t regularly stock. After consultation with IT, they came up with the fruit-themed laptop that she would accept. This set the wheels turning for the coordinator for the department to spend a few hours having to fill out the proper forms for a special request, give the justification, and do the research for the price and possible vendor. It then had to go through the Byzantine approval system. Happily, he must have burned the right incense and incanted the right ritual, as the request went through. Sarah was happy.
As part of the request, the coordinator was advised to make sure he ordered all the accessories for the computer at the same time. Again, spending time researching all that Sarah would need, he added in all but one thing. Would Sarah want a new monitor?
Her monitor at present was satisfactory for what she would use the fruit-themed laptop for, but the coordinator knew better. This laptop wasn’t satisfying a huge business need. No, it was satisfying an ego need, which Sarah was the latest victim of, having seen many of her peers succumb. Because of that, he believed soon after the laptop arrived, she would want the same monitor that the other executives had. The coordinator went to the fruit-themed vendor’s website, surfed for monitors, and found the one monitor they sold. It was:
Bringing this to Sarah, the coordinator advised Sarah of her choices and the respective prices. Sarah’s decision? The $999 monitor, which the department would pay for. Despite that the CFO, one of Sarah’s peers, told everyone in the department that it was everyone’s duty to avoid unnecessary expenditures, Sarah authorized the monitor for her…for $999. It would take more incense, more rituals, and more paperwork to push it through. Every time the coordinator would be asked why did someone need such a ridiculously expensive monitor, he would simply say that it was what Sarah wanted. Having dealt with enough executives of the company and their expensive toys, the ordering department put the request through.
Helping the company be fiscally responsible could wait for another day. Sarah needed her monitor that could be viewed by the International Space Station. The coordinator sat back, resumed work on his standard laptop, viewing his standard screen, and got on with his day.