▁important ▁finding ▁was ▁that ▁the ▁customers ' ▁per ception ▁of ▁N D ' s ▁strength s ▁and ▁weak ness es ▁was ▁completely ▁different ▁from ▁the ▁employees ' ▁per ception . ▁Another ▁was ▁that ▁the ▁customers ▁did ▁not ▁understand ▁N D ' s ▁strategy ▁and ▁a ▁general ▁diss atisf action ▁with ▁software ▁and ▁the ▁high ▁turn over ▁in ▁the ▁sales ▁force . ▁Also ▁administrative ▁rout ines ▁were ▁found ▁to ▁be ▁a ▁short coming ▁and ▁one ▁consult ant ▁company ▁stated ▁that ▁N D ▁was ▁the ▁company ▁they ▁had ▁investig ated ▁which ▁had ▁the ▁most ▁room ▁for ▁improvement . ▁Management ▁introduced ▁a ▁company - wide ▁program ▁to ▁increase ▁all ▁employees ' ▁focus ▁on ▁market ▁orientation , ▁but ▁the ▁top ▁management ▁carried ▁out ▁several ▁public ▁bl und ers ▁in ▁poor ▁customer ▁management ▁through ▁the ▁press . ▁Ter je ▁Mik k elsen ▁started ▁negoti ations ▁to ▁sell ▁N D ▁to ▁a ▁major ▁compet itor , ▁but ▁no ▁deal ▁was ▁ever ▁made . ▁ ▁Sk år ▁res igned ▁as ▁CE O ▁in ▁August ▁ 1 9 8 9 ▁and ▁was ▁replaced ▁by ▁the ▁newly ▁h ired ▁Erik ▁En ge bre ts en , ▁who ▁had ▁a ▁business ▁education . ▁This ▁also ▁resulted ▁in ▁a ▁several ▁new ▁people ▁in ▁the ▁top ▁management , ▁which ▁became ▁domin ated ▁by ▁business people ▁rather ▁than ▁engine ers . ▁In ▁September , ▁all ▁jobs ▁in ▁the ▁company ' s ▁new ▁organiz ational ▁structure ▁were ▁announced ▁and ▁all ▁N D ▁employees ▁had ▁to ▁apply ▁for ▁the ▁new ▁jobs . ▁Several ▁functions ▁were ▁out s our