Let me give you a real life example: my company, very large, US-based with global presence, non-IT. - we buy every year about 10,000 laptops. Not one model bec

Let me give you a real life example: my company, very large, US-based with global presence, non-IT. - we buy every year about 10,000 laptops. Not one model because some are not available on all continents, but a small number of models. - we buy less than 400 laptops/year for IT people, that is 4% of the total - out of the IT people, over 80% are using the laptops just for emails, Excel and PowerPoint, so regular computers are fine. - the rest of ~100 laptops/year out of 10,000/year means just 1% of the total. The guys in charge of equipment purchasing are measured on cost savings, they could not care less about the 1% with special needs - out of the 100/year, the smart ones don't do heavy lifting on their laptops, but on servers or special use desktops (ex: Threadripper machines) that are very adequate for their needs. The less smart ones get what is called "engineering laptops" with more CPU cores and RAM and larger screens, but the thermal limits in the laptops are still there, so the problem is just partially solved at a high cost. In the past I worked in an engineering department where the dept manager took care that everyone had equipment matching their needs. That was a great manager and this is how this should work, but in modern companies mid-level managers are mostly a bunch of politruks and I am saying this as a long-time IT manager working with many external parties.