I touched on this in my parallel reply, but to expand on it:
The usual way that procurement is handled, for the sake of everybody's sanity, is to sign a flat-rate / tiered contract, often with some kind of true-up window. That way the team that's trying to buy software licenses doesn't have their invoices swinging up/down every time headcount or usage patterns shifts, and they don't have to go back to the well every time they need more seats.
This is a reasonably well-oiled machine, but it does take fuel: setting up a new enterprise agreement like that takes humans and time, both of which are not free. So companies are incentivized to be selective in when they do it. If there's an option that requires negotiating a license deal, and an option that does not, there's decent inertia towards the latter.
All of which is a long way to say: many large enterprises are "good" at knowing how many of their endpoints are running what software, either by making getting software a paperwork process or by tracking with some kind of endpoint management (though it's noteworthy that there are also large enterprises that suck at endpoint management and have no clue what's running in their fleet). The "hard" part (where "hard" means "requires the business to expend energy they'd rather not) is getting a deal that doesn't involve the license seat counter / invoice details having to flex for each individual.
The usual way that procurement is handled, for the sake of everybody's sanity, is to sign a flat-rate / tiered contract, often with some kind of true-up window. That way the team that's trying to buy software licenses doesn't have their invoices swinging up/down every time headcount or usage patterns shifts, and they don't have to go back to the well every time they need more seats.
This is a reasonably well-oiled machine, but it does take fuel: setting up a new enterprise agreement like that takes humans and time, both of which are not free. So companies are incentivized to be selective in when they do it. If there's an option that requires negotiating a license deal, and an option that does not, there's decent inertia towards the latter.
All of which is a long way to say: many large enterprises are "good" at knowing how many of their endpoints are running what software, either by making getting software a paperwork process or by tracking with some kind of endpoint management (though it's noteworthy that there are also large enterprises that suck at endpoint management and have no clue what's running in their fleet). The "hard" part (where "hard" means "requires the business to expend energy they'd rather not) is getting a deal that doesn't involve the license seat counter / invoice details having to flex for each individual.