Presentation on Corporate Leadership, Entrepreneurship and Personality for IIMB EGMP Batch 37/36

1. Shivananda
R
Koteshwar
Director,
MediaTek
Mobile:
98457
22117
/
Facebook:
shivoo.koteshwar
IIMB EGMP Batch 37
Apr 2016
A
journey
as
a
CEO
-­‐-­‐My
Journey
in
Corporate
and
Entrepreneurship

2. ¡ Corporate
Leader
¡ Entrepreneur
¡ Own
your
personality

4. Walk
in
with
“?”
,
Walk
out
with
“!!!”
The reason
for being

5. The
C
in
the
CEO
§ Corporate
Leadership
Management is a creative response to a set of
contradicting constraints

6. ¡ Metrics
of
Growth:
§ How
much
percentage
of
what
you
did
this
year
is
what
you
did
last
year?
§ What
are
the
3
things
you
have
given
up
this
year,
which
you
owned
last
year?

7. Manage
your
career
• First
step
is
to
understand
the
job
grade
expecta6ons
• Map
all
expecta6ons
to
reality
and
start
working
on
crea6ng
examples
of
“Comple6on”
–
But
always
remember,
promo1on
is
not
about
checklists
• Align
with
corporate
competency
metrics
and
organiza6onal
value
system
• Always
start
doing/demonstra6ng
next
grade
level
competencies
–
Job
grade
adjustment
is
always
preferred
over
promo1on
• Align
with
the
vision
of
site
sponsor
–
Be
the
cri1cal
success
factor
for
his/her
KPI
• Build
“true”
rela6onship
with
sponsors
and
influencers
• Focus
on
job
enhancement
(Do
more)
and
Job
enrichment
(Do
differently)
• Create
addi6onal
opportuni6es
in
Department/Division
to
contribute
• Promo6on
(Career
Growth)
might
mean
Career
Progression
or
Career
Transi6on
–
Career
Transi1on
requires
a
stronger
planning
and
execu1on

8. PEOPLE LEADER
• Achieves results through others
OPERATIONAL LEADER
• Achieves results through
managers
Value, Time, and Skill Shifts
• Achieves results through
functional interplay and
balance
• Defines and communicates
vision and direction
STRATEGIC LEADER
• Thinks systematically
• Achieves results through
organizational influence and
cross boundary relationships
CROSS-FUNCTIONAL
LEADER
PROJECT LEADER
• Achieves results primarily
through personal proficiency
*The Leadership Pipeline, Ram Charan, Jossey-Bass, 2001
PASSAGE 2
PASSAGE 1
PASSAGE 4
PASSAGE 3

9. Project
Lead
(<67)
Integrity
&
Trust
Intellectual
Horsepower
Functionality/
Technical
Skills
Planning
Listening
Customer
Focus
People
Leader(
67,68)
Sizing
up
People
Hiring
&
Staffing
Creativity
Problem
Solving
Delegation
Motivating
Others
Operational
Leader
(69)
Self
Knowledge
Confronting
direct
reports
Business
Acumen
Timely
decision
making
Developing
Direct
Reports
Building
Effective
Teams
Cross
Functional
Leader
(100,100)
Dealing
with
Ambiguity
Conflict
Management
Managing
through
systems
Process
Management
Peer
Relationships
Global
Perspective
Strategic
Leader
(120)
Managerial
Courage
Command
Skills
Innovation
Management
Drive
for
Results
Strategic
Agility
Managing
Vision
&
Purpose

10. Factor
I:
STRATEGIC
SKILLS
Cluster
A
–
Understanding
the
Business
5.
Business
Acumen
24.
Func0onal/Technical
Skills
61.
Technical
Learning
Cluster
B
–
Making
Complex
Decisions
17.
Decision
Quality
30.
Intellectual
Horsepower
32.
Learning
on
the
Fly
51.
Problem
Solving
Cluster
C
–
Crea6ng
the
New
and
Different
2.
Dealing
with
Ambiguity
14.
Crea0vity
28.
Innova0on
Management
46.
Perspec6ve
58.
Strategic
Ability
Factor II: OPERATING SKILLS
Cluster D – Keeping on Point
16. Timely Decision Making
50. Priority Setting
Cluster E – Getting Organized
39. Organizing
47. Planning
62. Time Management
Cluster F – Getting Work Done Through Others
18. Delegation
19. Developing Direct Reports and Others
20. Directing Others
27. Informing
35. Managing and Measuring Work
Cluster G – Managing Work Processes
52. Process Management
59. Managing Through Systems
63. Total Work Systems
Factor VI: PERSONAL AND INTERPERSONAL
SKILLS
Cluster N – Relating Skills
3. Approachability
31. Interpersonal Savvy
Cluster O – Caring About Others
7. Caring About Direct Reports
10. Compassion
Cluster P – Managing Diverse Relationships
4. Boss Relationships
15. Customer Focus
21. Managing Diversity
23. Fairness to Direct Reports
42. Peer Relationships
64. Understanding Others (groups)
Cluster Q – Inspiring Others
36. Motivating Others
37. Negotiating
63. Building Effective Teams
65. Managing Vision and Purpose
Cluster R – Acting with Honor and Character
22. Ethics and Values
29. Integrity and Trust
Cluster S – Being Open and Receptive
11. Composure
26. Humor
33. Listening
41. Patience
44. Personal Disclosure
Cluster T – Demonstrating Personal Flexibility
40. Dealing with Paradox
45. Personal Learning
54. Self-Development
55. Self-Knowledge
Cluster U – Balancing Work/Life
66. Work/Life Balance
Factor III: COURAGE
Cluster H – Dealing with Trouble
9. Command Skills
12. Conflict Management
13. Confronting Direct Reports
34. Managerial Courage
57. Standing Alone
Cluster I – Making Tough People Calls
25. Hiring and Staffing
56. Sizing Up People
Factor IV: ENERGY AND DRIVE
Cluster J – Focusing on the Bottom Line
1. Action Oriented
43. Perseverance
53. Drive for Results
Factor V: ORGANIZATIONAL POSITIONING
SKILLS
Cluster K – Being Organizationally Savvy
38. Organizational Agility
48. Political Savvy
Cluster L– Communicating Effectively
49. Presentation Skills
67. Written Communications
Cluster M – Managing Up
6. Career Ambition
8. Comfort Around Higher Mgmt

11. Skill-­‐Importance
Matrix
-­‐
360
Feedback
–
9/12/2008
Business
Acumen
Self
Knowledge
Func6onal/Technical
Skills
Innova6on
Management
Crea6vity
Strategic
Agility
Dealing
with
Ambiguity
Conflict
Management
Problem
Solving
Managing
through
systems
Command
Skills
Intellectual
horsepower
Managing
vision
and
Purpose
Mo6va6ng
Others
Managerial
Courage
Sizing
up
People
Global
perspec6ve
Listening
Planning
Process
Management
Peer
rela6onships
Developing
direct
reports
and
others
Delega6on
Customer
Focus
Confron6ng
Direct
reports
Timely
Decision
Making
Building
Effec6ve
Teams
Hiring
and
Staffing
Integrity
and
Trust
Drive
for
Results
Low1/3Mid1/3High1/3
High 1/3Mid 1/3Low 1/3
SKILL
IMPORTANCE

12. Competency
Mapping
with
360
Feedback
Opera0onal
Leader
Cross
Func0onal
Leader
1. Conflict
Management
2. Problem
Solving
3. Dealing
with
Ambiguity
4. Managerial
Courage
5. Planning
6. Listening
Time
Tested
Competencies
1. Self
Knowledge
2. Confron6ng
Direct
Reports
3. Business
Acumen
4. Timely
Decision
Making
5. Developing
Direct
Reports
6. Building
Effec6ve
Teams
1. Making
team
over
visible
2. Not
believe
in
the
dictate
3. Taking
advantage
of
process
for
employees
4. Strong
personality
perceived
as
Non
flexible
5. Overconfidence
seen
as
not
being
humble
6. Transparent
communica6on
seen
as
insensi6ve
Taking
care
of
Flame-­‐out
Factors
1. Managing
through
Systems
2. Process
Management
3. Peer
rela6onship
4. Global
Perspec6ve
5. Drive
for
Results
Expected
Step
up
Opportunity
to
further
master
Techno-­‐Behavioral
Competencies
Skill
Enhancement
Opportunity

13. Sales
Competency
Mapping
68
Execu0ve
Account
Manager
69
Territory
Account
Sales
1. Territory
sales
ownership
2. Manage
sales
personnel/mgr
3. Ahain
region
sales
objec6ve
4. Manage
2+
departments
5. Policy
influencer
6. Managerial
Courage
7. Human
rela6ons
Time
Tested
Competencies
1. Iden6fy
and
Qualify
new
business
2. Territory
development
planning
3. Resource
Management
4. Complex
Issue
Resolving
5. Independent
Quality
Judgment
1. Challenging
the
process
beyond
a
point
2. Not
believe
in
the
dictate
3. Strong
personality
perceived
as
Non
flexible
4. Overconfidence
seen
as
not
being
humble
5. Transparent
communica6on
seen
as
insensi6ve
Taking
care
of
Flame-­‐out
Factors
1. Develop
new
business
2. Porjolio
account
Breadth
3. TAM
Rela6onship
4. Project
Leadership
5. Advisor
–
Biz
issues
6. Networking
Skills
Expected
Step
up
Skill
Enhancement
Opportunity

14. Competency
Mapping
E9
Department
E10
Division
1. Establish
opera6onal
objec6ves
2. Groom
subordinate
managers
3. Department
KPI
metrics
genera6on
4. Policy
Influencer
5. Managerial
courage
6. Human
rela6ons
7. Leads
across
boundary/func6on
8. Iden6fies
strategic
ini6a6ves
Time
Tested
Competencies
1. Team
management
–
Balance
Project/Process/People
2. PPAS
management
and
delivery
3. Mentor/Guide
to
subordinates
4. Recommend
changes
to
Policy
5. Earn
respect/Trust
of
BU
6. Lead
by
example
and
commitment
1. Challenging
the
process
beyond
a
point
2. Not
believe
in
the
dictate
3. Strong
personality
perceived
as
Non
flexible
4. Overconfidence
seen
as
not
being
humble
5. Transparent
communica6on
seen
as
insensi6ve
6. Erroneous
decision/failure
to
achieve
results
7. Ahri6on
and
strong
nega6ve
feedback
(360)
8. Any
personality
trait
that
is
read
as
mistrust
9. Manage
aggression
vs.
asser6ve
body
language/
communica6on
Taking
care
of
Flame-­‐out
Factors
1. Apply
managerial
knowledge/
concepts
in
conjunc6on
with
internal
policies
to
solve
complex
problem
requiring
crea6ve
solu6on
Expected
Step
up
Skill
Enhancement
Opportunity
Time
Tested
Competencies
1. Behavioral
Transi6on
2. Priori6zing/Planning/Assigning/Measuring
work
3. Reviewing
work
and
giving
feedback
4. Strong
Technical
Skills
(Delivery)
5. Doing
à
Gelng
things
done

15. ¡ Thinking
Globally
¡ Appreciate
Diversity
¡ Be
Technological
Savvy
¡ Build
Partnerships
¡ Share
Leadership
¡ Create
a
Shared
Vision
¡ Develop
People
¡ Empower
people
¡ Achieve
Personal
Mastery
¡ Demonstrate
Integrity
¡ Lead
Change
¡ Anticipate
Opportunities
¡ Ensure
Customer
Satisfaction
¡ Encourage
Constructive
Dialogue
¡ Maintain
a
Competitive
Advantage

16. ¡ Stages
of
Growth
–
Self
Aware
à
Company
Aware
àEnvironment
Aware
¡ Never
react
to
a
situation,
always
respond
¡ Assertiveness
can
be
misread
as
aggressiveness
..watch
out!
¡ Best
way
to
exhibit
leadership
is
at
peer
level
as
there
is
no
“power”
¡ Learn
to
make
the
required
discrimination
call,
else
you
will
go
to
the
mercy
of
normalization
¡ Good
manager
‘Eliminates
Himself”
¡ Know
the
rules
of
the
game,
players,
battlefield
and
most
importantly
which
game
to
play,
which
to
lose
and
which
to
win
¡ JUSTICE
is
the
heart
of
leadership.
People
look
at
three
kinds
of
justice
–
Outcome
Justice,
Procedural
Justice
and
Interpersonal
Justice
¡ Don't
use
exceptions
to
generalize
¡ Problem
getting
shifted
to
someone
does
not
solve
the
problem
¡ Knowledge
is
good
only
if
you
can
recall
at
the
time
you
need
to
apply
¡ When
times
change,
biggest
challenge
is
to
differentiate
between
the
signal
and
a
noise
Strategy
Tactics
Actions

17. The
E
in
the
CEO
§ Entrepreneurship
Do what you love. Even if no one is prepared to pay
you for it ..

18. Book:
50 Shades of Life
NOW
OJUS
Preventive
Produce
Treatment
2012 2016 2016 2016

19. ¡ You
achieve
something
significant
when
you
do
something
insignificant
(as
seen
by
others)
¡ Its
not
just
about
taking
risks.
Its
about
managing
risks.
Its
about
minimizing
lot
of
smaller
risks
within
that
bigger
risk
¡ Data
shows
it
takes
5-­‐7years
for
an
entrepreneur
to
make
a
mark
¡ Breaking
Inertia
–
Comfortable
job
to
entrepreneur
vs.
Comfortable
job
to
student
to
entrepreneur
¡ Luck
plays
a
significant
role
in
success.
With
right
attitude,
you
can
learn
to
be
lucky!
¡ Market
is
not
just
when
you
have
a
willing
buyer
but
also
an
able
buyer
is
required
¡ First
make
it
work
,
then
make
it
better
¡ Costs
are
like
fingernails
..cut
them
constantly

20. Incuba6on
Research
Center
at
CORI

21. • I
YR
:
Basic
Electronics
• II
YR:
Analog
Circuits,
Digital
ECE
• I
YR:
Basic
Electrical
• II
YR:
Signals
and
Systems,
Power
Electronics
EE
• I
YR:
Data
Structures,
Programmi
ng
• II
YR:
Algorithms,
Networks
CS
ACTIVITY
BASED
TEACHING,
ACTIVITY
BASED
LEARNING
AND
VIRTUAL
LAB
SOLUTIONS

22. Challenges
in
each
step
of
Entrepreneurship..
① Identifying
and
using
the
opportunities
that
exist
in
the
market
ü Market
Research,
Interviews,
Test
Bed
② Converting
the
ideas
into
action
ü Team
formation,
Money,
Full
Time
vs.
Part
Time
③ Undertaking
promotional
activities
to
launch
an
enterprise
ü Logo,
Registration,
Location,
Structure,
Protocol,
Advisory
Members,
Share
Holding
④
Striving
for
excellence
in
his/her
field
of
work
ü Quality,
Product
Completeness,
Documentation,
Packaging,
Pricing,
Selling
⑤
Bearing
the
risk
and
uncertainties
involved
ü Money,
Team,
Partners,
Distributors,
Multiple
pull
from
different
directions
⑥
Harmonizing
ü How,
When
,
Who
?

23. NOVEL
CUSTOMER
CENTRICITY
INNOVATE
PURPOSE

24. PACKAGING
MESSAGING
SIEZING
THE
OPPORTUNITY

25. ¡ Investment
¡ Revenue
¡ Expense
¡ Profit
¡ Loss
¡ Business
Plan
¡ Preference
Shares
and
Equity
Shares
¡ Convertible
Shares
¡ Performance
Milestone
¡ Tranche
¡ Cumulative
compulsory
convertible
Preferential
share
¡ Preferential
Dividend
¡ Cumulative
coupon
rate
¡ Pre
Money
Valuation
¡ Post
Money
Valuation
¡ Voting
Power
¡ IPO
¡ Observer,
Promoter’s
Director,
Investor’s
Director
¡ Termsheet
¡ Due
Diligence
¡ Liquidation,
Dissolution
and
winding
up
¡ Deemed
Liquidation
(Merger)
¡ Conversion
Form
¡ Tag
Along
Rights
¡ Drag
Along
Rights
UPGRADE
REQUIRED
LIMITED
DICTION

26. ¡ Stable
and
a
Proud
Team
¡ Amazing
Product
¡ Great
Board
of
Advisors
¡ Closed
the
first
round
of
seed
funding
with
Blume
and
Tempus
Investment
fund
¡ Covered
in
various
startup
news
portals
¡ Shortlisted
for
Microsoft
Accelerator
program
¡ Shortlisted
as
the
Top20
upcoming
startups
in
India
by
CNBC-­‐TechSparks.
Came
6th
J
¡ On
facebook-­‐
https://www.facebook.com/iLearnMore
and
On
Twitter
-­‐
@idoilearn

28. The image cannot be displayed. Your computer may not have enough memory to open the
image, or the image may have been corrupted. Restart your computer, and then open the
file again. If the red x still appears, you may have to delete the image and then insert it
again.
The image cannot be displayed. Your computer may not have enough memory to open the image, or the image
may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may
have to delete the image and then insert it again.

29. http:/techtroniks.docircuits.com

30. ¡ Developed
and
launched
HTML5
version
app
of
DoCircuits
for
Windows
8.1
for
Mobile
devices
¡ VSKILLS
:
Certified
Electronics
Design
A s s o c i a t e
l a u n c h e d
(
http://www.vskills.in/certification/Certified-­‐Electronics-­‐
Design-­‐Associate
)
¡ 2X
growth
in
online
sales
outside
India
¡ Very
limited
B2B
engagement
and
conversion.
-­‐
All
B2B
engagements
now
done
by
distributors
¡ More
engagement
over
Facebook
(
3X+
growth
since
last
quarter
)
¡ Major
Japanese
distributor
about
to
be
signed,
agreement
in
review
¡ Companies
looking
at
acquiring
us

31. ¡ Crowdfunding
on
Indiegogo
not
successful,
cannot
go
ahead
with
course
design
as
funding
goals
have
not
met.
Will
be
returning
the
money
to
individual
contributors
¡ We
could
not
generate
enough
revenues
to
sustain
operations
¡ We
could
not
increase
the
valuation
of
the
company
due
to
which
further
money
raising
became
an
issue
¡ We
exited
!
Lesson: Driver for Education market is outcome; not value!

32. ¡ MY
SHORT
STORY
42:
Hindi
word
motivators
for
Indian
entrepreneurs!
§ https://www.linkedin.com/
pulse/my-­‐short-­‐story-­‐42-­‐
hindi-­‐word-­‐motivators-­‐
indian-­‐shivananda-­‐
koteshwar
¡ GMD
¡ BLBL
¡ SIFU
SAFU!
¡ Selfiepedia
¡ Bhai
and
bai
¡ Dalla

36. The
O
in
the
CEO
§ Own
your
personality

38. ¡ Why
study
?
§ To
unlearn
crap
(pre
conceived
notions)
§ To
realize
you
don't
know
lot
of
things
..to
identify
the
gaps
§ To
fill
the
gaps
with
right
knowledge
and
skills
¡ Coverage
of
different
Programs:
§ EGMP:
Basic
concepts
in
different
functional
areas
of
management
§ AMP
:
Cross
connection
with
different
functional
areas
and
not
going
in
depth
in
any
functional
areas.
Critical
issues
and
contemporary
issues
in
each
discussed
so
that
as
a
leader,
one
can
get
the
understanding
of
the
entire
organization
and
can
make
better
judgment
and
take
best
decisions.
Filled
with
case
studies
▪ I
realized,
I
surely
need
a
finance
guy
and
a
marketing
guy,
if
I
start
my
own
company!
¡ Business
schools
don’t
create
entrepreneurs
§ You
will
know
everything
now
to
say
why
the
idea
will
not
work!
§ MBA
gives
more
vocabulary
for
defining
a
problem
§ Program
puts
a
structure
around
wanting
to
learn
and
acquire
knowledge,
but
program
itself
cannot
fuel
the
need
for
learning

39. ¡ Helped
me
unlearn
lot
of
preconceived
notions,
concepts
and
beliefs
¡ Pushed
me
to
read
lot
of
books.
Quest
of
learning
has
increased
¡ As
a
Manager,
its
important
to
be
an
actor
and
an
observer
at
the
same
time
(Self
Reflection)
¡ Understanding
issues
within
the
boundary
of
an
organization
is
not
enough.
Organization
does
not
exist
in
isolation
so
understanding
and
controlling
the
environment
is
very
important
¡ Vocabulary
to
describe
human
behavior
need
to
be
very
large
to
influence
people
and
to
evaluate
human
behavior
¡ I
have
stopped
wasting
time
with
no-­‐value
add
&
no
vision
overlap
people
¡ Program
gave
an
opportunity
to
get
back
to
roots
after
years
of
application,
understand
things
better
so
that
we
can
apply
it
more
effectively
and
efficiently
now
¡ As
you
move
up,
confrontations
of
views
and
ideology
is
common.
Treat
this
as
an
opportunity
to
question
our
own
views,
ideology
and
beliefs
and
change/anchor
strongly
to
it
¡ Know
when
you
conform
and
when
to
be
unique.
You
don’t
have
to
be
unique
all
the
time.
Pick
an
opportunity
when
you
want
to
be
unique
¡ If
you
compare
yourself
with
ordinary
people,
you
always
will
feel
you
have
accomplished
and
feel
extraordinary.
Compare
with
the
right
people
¡ Leaders
are
leaders
only
if
they
love
ambiguity
¡ Lot
of
my
great
ideas/quotes
generated
is
better
passed
off
as
some
great
leaders’
!
Acceptance
level
of
the
idea
is
very
high.
That’s
the
desired
end
result
anyway
¡ If
you
can
rewire
your
brain
regularly,
you
age
late
J

40. ¡ Ethics
is
knowing
the
difference
between
what
you
have
a
right
to
do
and
what
is
the
right
thing
to
do
¡ It’s
not
about
right
or
wrong.
It’s
about
wrong
(illegal),
right
(ethical)
and
more
right
(moral).
¡ Conflicts
exist
at
different
level
§ Personal
Value
vs
.
Societal
Value
vs.
Organizational
Value
vs.
National
Value
Understanding
ones
value
system
is
very
important.
Mismatch
in
value
system
between
leader
and
follower
can
cause
lot
of
problems.
§ For
example:
Promotion
satisfies
multiple
values
like
Position,
Ego,
Money,
Status,
and
Power.
Unless
someone
values
these,
he
will
not
get
motivated
with
promotion
¡ Treat
everything
that
is
grey
as
black
¡ Every
time
you
make
a
decision,
you
are
making
a
value
choice
¡ Standard
excuses
when
good
managers
make
bad
ethical
choices
§ “I
didn’t
know
it
was
wrong”
§ “I
didn’t
think
it
would
hurt
anyone”
§ “Everyone
else
does
it”
§ “It
was
the
only
way
to
get
the
job
done”

43. ¡ Be
unpredictable
and
bring
good
surprises
to
people
I
interact
with
¡ Live
life
the
fullest
¡ Leave
a
legacy
behind
¡ Always
explore
unchartered
and
unconventional
route
¡ Make
people
reset
their
opinions
&
beliefs
¡ Help
others
achieve
their
dreams
–
Be
a
dream
merchant
¡ Positive
energy
and
smile
is
contagious
..Spread
it
¡ Always
be
childlike
and
not
childish
¡ I
will
die
with
completing
1%
of
what
I
dreamt
the
previous
day…I
will
never
stop
dreaming
¡ Help
as
many
people
as
I
can
..Make
a
positive
difference
in
people’s
life
whom
I
touch
along
the
way
¡ Do
what
others
say
its
impossible
to
do
..Never
give
up
¡ I
get
claustrophobic
with
status-­‐quo.
I
believe
stability
is
the
other
name
for
stagnation
¡ I
am
constantly
in
search
of
energy
¡ Energizing
personality
¡ My
strength
is
in
locating
and
championing
the
new
opportunities
..I
fill
vacuum
¡ Show
the
world
Devils
can
quote
scriptures
too
The best is yet to come …

44. WEAKNESS
Disorganized
Inflexible
Stubborn
Inconsistent
Obnoxious
Emotionless
Shy
Irresponsible
Boring
Unrealistic
Negative
Intimidating
Weak
Arrogant
Indecisive
Impatient
STRENGTH
Creative
Organized
Dedicated
Flexible
Enthusiastic
Calm
Reflective
Adventurous
Responsible
Positive
Realistic
Assertive
Humble
Self
Confident
Patient
Passionate
Hidden in your weaknesses are your
strengths.
Every weakness has a corresponding
strength
You might be too old to change your
weakness! Instead, be sure to leverage
your associated strengths.
Don't be afraid to ask people for help-
they can add value where you are weaker.
But be sure to embrace your strengths,
and build upon them. After all, your
strengths (even those disguised as
weaknesses) - will get you far in your
career, and in life.

45. All pictures are from flickr.
with either no copyright or
common creatives

46. Visit my slideshare to
view all these
presentations

47. Shivananda
(Shivoo)
R
Koteshwar
Director,
Mediatek
shivoo.koteshwar@gmail.com/
Facebook:
shivoo.koteshwar
BLOG:
http://shivookoteshwar.wordpress.com
SLIDESHARE:
www.slideshare.net/shivoo.koteshwar