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Such an atmosphere, executives said, damaged morale and leftmanagers uncertain of their roles. Chou kept his sales, product,marketing and design executives separate and, in some cases,created parallel teams doing the same thing. He didn't holdmeetings of executives of the different departments to iron outproblems even as HTC's performance wilted. "There's a culture inHTC not to discuss numbers at senior management meetings," saidone former executive. "Those discussions tend to become hard orugly, but if you don't solve it, it becomes bigger."
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