In the past two years, we've looked at the old way of managing. Crunch time wasn't working. We took progressive steps to address those issues. Our priority is to fairly compensate people for their work. We're going to continue to do things to make people successful and be an attractive employer and a strong competitor.
It's not related to (game sales) performance. It's more reconciling the costs of learning new systems with what the needs of the new systems are. You realign your resources to figure out what your priorities are and then figure out how to execute them most efficiently.
This is a relatively small percentage of our employee base. It's just a matter of finding the right mix and skill sets.
We always use the transition to cut costs and align our teams to the new priorities. We've been in this place before.
We look at it as an opportunity to align our people, technology and investments against strategic growth targets.
We're just refocusing the whole company to best capitalize on the new opportunities from these new platforms.
This website focuses on proverbs in the Swedish, Danish and Norwegian languages, and some parts including the links below have not been translated to English. They are mainly FAQs, various information and webpages for improving the collection.
This website focuses on proverbs in the Swedish, Danish and Norwegian languages, and some parts including the links below have not been translated to English. They are mainly FAQs, various information and webpages for improving the collection.