That's how you see it, not how IT, nor Management, nor lots of other orgs see it.
Frankly, I think it's how responsible IT and smart Management see it as well, and I don't know what "other orgs" you mean so there's little to say there.
IT is a support function. The purpose of support functions is to support the primary functions of your business. Any time your support functions start undermining the primary functions, that should be robustly justified, or the people who want to do it should be told "no". It's really as simple as that.
As for your example scenario, that's the kind of foolishness that costs real businesses money all over the place. I bought some quite expensive household goods a little while ago, and as it happened we were just finishing up the paperwork at 8pm as the showroom "closed". The sales guy was incredibly apologetic about how he couldn't print the last form we had to sign -- which was the important one that guaranteed us the goods and them the sale -- because their central management system went off-line for something-or-other and despite it being 8:01pm and him having a high value customer waiting to complete a sale, he couldn't.
As a direct result of the poor policy imposed on the local store by some genius in central IT, they were at risk of losing one of only a few final sales they would have made that entire day; in fact, if it had been one day later, they would have done, because we would have been on holiday and so not able to return the following day to finish everything off as we actually did. That is what management technically refers to as a "total screw up".
Actually, their IT systems generally were a disaster. On our first visit, they had multiple people looking around at one point. However, it took so long to put a provisional order into their prehistoric computer system to get a proper quote (seriously, like an hour to do what should have been maybe 5 minutes) that people were literally walking out after waiting half an hour to see the sales guy who was tied up with the other customer.
I can easily imagine based on just those experiences that dumping seven figures into building a modern IT system that could handle customer orders properly would increase their revenues by 25-50% indefinitely. It obviously wasn't a new or unique problem, as the sales guys on both occasions seemed both genuinely apologetic but also had a well-rehearsed patter for how it happens sometimes but no-one ever fixes it.