▁few ▁compet itive ▁advantages ▁to ▁be ▁available ▁for ▁all ▁platforms . ▁The ▁three ▁partner ▁divisions ▁were ▁pure ▁sales ▁divisions ▁and ▁secured ▁all ▁the ▁re venue ▁for ▁the ▁team - div isions ▁and ▁Data Sh op . ▁However , ▁the ▁partner ▁divisions ▁had ▁very ▁low ▁marg ins ▁so ▁the ▁prof its ▁were ▁being ▁made ▁in ▁the ▁other ▁business ▁units , ▁and ▁thus ▁receiving ▁the ▁pra ise ▁of ▁top ▁management . ▁ ▁The ▁re organ izing ▁also ▁made ▁a ▁dr astic ▁change ▁to ▁the ▁corpor ate ▁culture . ▁While ▁N D ▁previously ▁had ▁allowed ▁a ▁high ▁degree ▁of ▁aut onomy ▁for ▁its ▁employees ▁and ▁divisions , ▁issues ▁became ▁increasing ly ▁top - managed . ▁Mot iv ation ▁and ▁sales ▁dropped , ▁and ▁the ▁company ▁lost ▁much ▁of ▁its ▁ability ▁to ▁get ▁employees ▁to ▁work ▁free ▁over time . ▁In ▁early ▁ 1 9 9 1 ▁a ▁new ▁round ▁of ▁lay offs ▁was ▁carried ▁through , ▁followed ▁by ▁a ▁new ▁re organ ization . ▁New ▁control ▁mechan isms ▁were ▁introduced ▁to ▁ensure ▁that ▁all ▁employees ▁understood ▁the ▁new ▁model . ▁F ew ▁employees ▁would ▁admit ▁to ▁not ▁understanding ▁it , ▁but ▁in ▁reality ▁most ▁did ▁not , ▁en han cing ▁the ▁problem . ▁New ▁r ounds ▁of ▁lay - offs ▁took ▁place ▁in ▁June ▁and ▁September , ▁the ▁latter ▁consisting ▁of ▁ 5 0 0 ▁people . ▁N D ▁lost ▁all ▁its ▁large ▁customers ▁and ▁signed ▁no ▁large ▁contract s ▁in ▁ 1 9 9 0 ▁and ▁ 1 9 9 1 . ▁One ▁of ▁the