Way back when the PC came out, there was this big engineering firm with an IT department (it was not called this way, I do not remember the exact name).
That department had a VAX system.
Sensing a direct threat from the engineers working with PC's, the IT department convinced management that the PC would be a disaster - files would not be archived properly, various software would proliferate and result in incompatible file formats. Mind you, when "management" saw an engineer working on a PC the reaction was "well, that's en expensive secretary". The rule was that the engineer write on paper, send the draft to the Word Processing department, wait until the printout came back, make his correction on the printed copy, send it back for entry, etc.
In the meantime, suppliers and customers had at least one PC on every desk.
IT then came with a new bright idea: all PC's would be purchased by IT which would rent those PC's to the engineers at a rate of 6% per month for 3 years. Then 3 % per month. Some department ignored the rule and procured the PC's directly. IT also chose the worst Word Processor on the market: MultiMate (press [CTRL] [F7] for conditional hyphens for instance) when WordPerfect 4.1 was available. Foisted on secretaries who were trained but were not even told how to restart MultiMate if the PC was turned off. So the PC's and their silk-screen video display terminals were NEVER turned off, resulting in the MultiMate opening screen permamently etched on the monitor.
IT then had another idea of genius: install a .bat file which would require the engineer to enter a project control number so the hours of usage would be billed to the project. This was DOS at the time. Two perfectly legal software were widely available that could allow the engineer to bypass the batch file: one was called IBM DOS and the other one was MS DOS. Just throw it on a floppy and boot the PC with the floppy in the drive. After all, IT was trying to control engineers.
IT then came out with yet another brilliant idea. Force the departments to use IT's own PC software for project management. This software had to be rented at a cost of 10 K$ per 3 months. The project name was hard-coded and if you had a second project, you had to rent another copy of the program at the same price. Never mind that this software was full of bugs and largely inferior to what was available for purchase without royalties. Soon a "fixer" came up showing the engineers how to bypass the hard-coded project name and time-limit constraints. After all, this was an engineering firm.
IT had the answer to that: OK, give up on the control and force all departments to hand over 15 % of their revenues to IT. A rebelion erupted.
There was then this notice that the IT vice-president was leaving the company to accept other challenges. Along with the discredited micro-management schemes.
This was an extreme example of charge backs being imposed as a cash cow benefiting the IT department first. Essentially, a self-licking ice cream cone.