Body:
Hi John,
Sean Leonev has asked me to help out the ELOPe guys. They need additional servers ASAP, and we’re running out of extra capacity here. Can you accelerate 5,000 standard Avogadro servers out of the normal procurement cycle, and give them to IT for immediate deployment? Please assign asset ownership directly to David Ryan.
John thought briefly about the exception process. Normally when a department wanted new servers, they put in a purchase request. Then parts were purchased, shipping to Avogadro data centers, assembled into the custom servers Avogadro used, and installed onto racks. Next, another group took over and installed the operating system and applications used on the servers. In all, depending on the size and timing of the order, it would take anywhere from six to twelve weeks from the time they were requested before the servers were available for use. The lag was the result of the time necessary to ship the hardware, receive it, install it into racks, install the software, configure it, and then run a burn-in test.
When a department needed additional servers in a rush, then they could request an exception. The exception process would take servers that had already been bought for another group, and were already in the processing pipeline, and divert them to the department that needed them urgently. Then replacement computers would be ordered for the first group, who would have to wait a little longer.
Diversion requests were not the norm, but certainly they weren’t uncommon either. No, the puzzling part was not the request itself, but that Gary would submit such a request in email. Only the official procurement application could be used to order, expedite, or divert servers. Gary should know that.
He put his hand on the phone to call Gary, and then took it away. A call to Gary would eat up at least fifteen minutes. He had learned over time that regardless of what the procurement rules were, whenever John tried to explain them to anyone, they would just argue with him. The higher up in the company they were, then the more they would argue as though their lofty organizational heights carried with it some kind of potential energy that could just roll over the rules. A quick email would save John from getting his ear chewed out.
To: Gary Mitchell (Communication Products Division)
From: John Anderson (Procurement)
Subject: Email Procurement Forms
Gary,
We can’t do a server reallocation exception based on an email. I couldn’t do that for 5 servers, let alone 5,000 servers. Please use the online Procurement tool to submit your request: http://procurement.internal.avogadrocorp.com, or have your admin do it for you. That’s the only process for procurement exceptions we can use. We can easily approve your reallocation exception if you follow the existing process, and provide appropriate justification.
John worked through his backlog of emails as he gradually drained his coffee cup. The hundreds of new messages in his inbox would give the casual observer the impression he had been gone from work for a week, rather than just the late start he had gotten dropping off his kids. He took another sip of coffee, and continued to work through emails. The rest of his day, like every other, would consist of endless cups of coffee and endless emails. Gary’s email might have been a little unusual, but it was quickly forgotten amid the deluge of other issues.
A few hours later, on the other side of the campus from John Anderson, Pete Wong brought his lunch from the cafeteria in Building Six diagonally across to Building Three, pausing briefly on the windowed sky bridge. The sun had come out, and he raised his face to it for a few moments. Looking down, he saw the light glisten on wet streets, perhaps one of his favorite parts of the rain. He remembered as a kid he would run outside on rainy days when the sun broke through the clouds, pretending that fairies had covered the street with magic dust. A crowd of laughing people, marketing folk from their attire, entered the skybridge, distracting him from his memories. He continued through the sky bridge, and then down four flights of stairs to his office. Out of the sun, and into the fluorescent gloom of basement offices.
At one department meeting after another, Pete had been assured that his Internal Tools team, responsible for delivering the IT tools used inside the company, would be relocated just as soon as there was available above ground office space again. Pete shook his head thinking about it. It was no surprise to Pete that the Internal Tools team was stuck in what effectively amounted to the dungeons of Avogadro Corp. Everyone in the company used their tools every day to get their jobs done, from ordering office supplies to getting more disk space to filling out their timecards. But because they didn’t develop the sexy customer-facing products, they were the absolute runts of the company. No executives or research and development engineers would ever be sentenced to the basement offices. It was enough to make him gnash his teeth sometimes.
When Pete got back to his desk, he took solace in his lunch. His office space might suck, and his job might be unappreciated, but at least the food was good. Fresh gnocchi in a butter sauce, mixed salad greens, and a cup of gelatto in a special vacuum insulated cup that kept it cold while he ate his lunch. All organic and locally sourced, of course. The coffee wasn’t bad either, though it came from Kobos. Pete preferred Ristretto Roasters over Kobos, but of course only a few of Portland’s coffee roasters were big enough to supply Avogadro’s headquarters. Ristretto was one of the best micro-roasters in town. Pete’s wife, who was a tea drinker, couldn’t understand the Portland obsession with coffee.
While he ate, Pete looked over his inbox. A new email caught his eye, and he opened it.
To: Pete Wong (Internal Tools)
From: John Anderson (Procurement)
Subject: Email Procurement Forms
Hi Pete,
This is John Anderson. I work over in Procurement. Even though we’ve got a procurement web application that I know you guys created, we still get hundreds of email requests into the procurement department. Part of the problem is that we’ve got sales people in the field who can send emails from their smartphone, but have a hard time getting a secure VPN connection to the internal web sites. Is it possible to create an email-to-web bridge that would allow people to email us, and get a return form by email that they could submit to make requests? I mentioned this to Sean Leonov, and he said you guys could whip up something like this in a day or two.
Pete Wong stared at this strange email. John Anderson, some guy in Procurement, was buddies with Sean Leonov, cofounder of Avogadro? Sean was a living legend at Avogadro. Pete hadn’t met anyone who knew Sean Leonov directly.
Pete pondered the email. Why did Sean think that Internal Tools could implement this in a day? Was Sean Leonov even aware that there was an Internal Tools department at Avogadro? How had they gotten his email address? It all seemed so unlikely.
It was a bizarre request, but it was true that he could pull it together easily. He imagined a salesperson working in the field, using their smartphone to access internal sites. Small screen, low bandwidth. The justification for the request made sense. And if doing this impressed Sean Leonov, well, that couldn’t hurt his career. Maybe he could get onto one of the real R&D project teams instead of being stuck in the dead-end Internal Tools department. Daydreaming of an office with sunlight pouring in big windows, he spent a few minutes lost in thought imagining what his office would look like with a big window overlooking the street, or even better, the river.