Catalyze June 22

CATALYZE. 

B Y I D E A G E N June 2022 

3 

C O M P E T E N C I E S 

E V E R Y 

E N T R E P E N E U R 

N E E D S F O R 

S U C C E S S 

Featuring 

Highlights from 

Ideagen's 2022 

Global 

Acceleration 

Summit Series 

 

Leading America's 

Leaders 

Creating Structures to 

Promote a Fulfilling and 

Dignified Workplace 

PLUS 

AARP 

Presents: The 

Purpose Prize 

Honorees 

Don Alway 

Assistant Director, FBI's WMD Directorate

CATALYZE. 


3 


E V E R Y 



S U C C E S S 

Featuring 



Global 

Acceleration 

Summit Series 

 


Leaders 




PLUS 

AARP 

Presents: The 

Purpose Prize 

Honorees 

Jeff Schiefelbein 

Chief Culture Officer, 5 Energy Group

CATALYZE. 


3 


E V E R Y 



S U C C E S S 

Featuring 



Global 

Acceleration 

Summit Series 

 


Leaders 




PLUS 

AARP 

Presents: The 

Purpose Prize 

Honorees 

Rebecca White 

Director of Entrepreneurship, University of Tampa

CATALYZE. 


3 


E V E R Y 



S U C C E S S 

Featuring 



Global 

Acceleration 

Summit Series 

 


Leaders 




PLUS 

AARP 

Presents: The 

Purpose Prize 

Honorees 

Jim MacLennan 

Vice President of Innovation, Hitachi

CATALYZE. 


3 


E V E R Y 



S U C C E S S 

Featuring 



Global 

Acceleration 

Summit Series 

 


Leaders 




PLUS 

AARP 

Presents: The 

Purpose Prize 

Honorees 

Ed Reno 

Host of Ideagen's Ed Reno Series

CATALYZE. 


3 


E V E R Y 



S U C C E S S 

Featuring 



Global 

Acceleration 

Summit Series 

 


Leaders 




PLUS 

AARP 

Presents: The 

Purpose Prize 

Honorees 

Liz Fanning 

Founder and Executive Director, CorpsAfrica

L E A D I N G A M E R I C A ' S L E A D E R S 

T H E D E S I R A B L E Q U A L I T I E S O F A N F B I A G E N T , & T H E 

A G E N C Y ' S P U R S U I T T O D I V E R S I F Y I T S P E R S O N N E L 

Ed Reno: 

As we explore leadership, I assume you work with what I'll 

call type A's. They must be, obviously, very mission-driven, 

goal-oriented, and high operators. What's your leadership 

style around that type of individual? And how do you instill 

a sense of purpose and culture when you've got some very 

dynamic, strong individuals? 

From: Donald Alway, FBI 

Assistant Director; Weapons 

of Mass Destruction 

Don Alway: 

It really is a team sport. Leading leaders is probably the best 

way to describe it. We have folks that generally have come 

from highly accomplished careers and are successful, and 

now it's merging that talent and passion into a common 

grouping for the shared purpose. My job is to hire the right 

people, support them with the right resources and let them 

do what they likely already would. 

Reno: 

I see. And do you find that there's any sort of particular skill 

set for successful agents nowadays? 

Alway: 

I think having people that want to see their own success 

through the success of the organization is key. We rely on 

measuring ourselves by some metrics at times, and we're an 

organization like many others that relies on showing our 

value to Congress for resourcing. 

CATALYZE MAGAZINE | 1

CATALYZE MAGAZINE | 2 

L E A D I N G A M E R I C A ' S L E A D E R S 

C O N T I N U E D . . . 

Alway: 

However, that's not the purpose of why we do what we do. So I think having folks that are surveybased 

leaders that believe in our teams and that want to see their own success measured by how 

well their subordinates do. Those are the type of leadership qualities we're looking for. 

Sense of mission to protect fellow citizens, to do good for living, to leave an organization better 

than they found it. A genuine sense of calling. It is not a job. It is not even a career. It's a calling. 

There's gonna be sacrifices. There's gonna be hardships. That all comes with what's also a 

rewarding experience that can't be measured by dollars. 

Reno: 

There's a push, I think globally, understandably to further diversify workforces. 

Does the bureau have an approach to diversifying its workforce and tapping into the power that 

comes from different backgrounds and approaches to things? 

Alway: 

So we're an organization of people. While we use technology to accomplish our mission, there 

would be no FBI without the people behind it. We can't use systems to replace people in any 

area. So those folks have to have a sense of commitment and belonging. And if they're not 

reflective of the public they serve - if they don't have folks that understand that the FBI is theirs 

and that it belongs to everybody - then we're failing our country and failing our organization. So a 

sense of diversity in both the work and the people is critical to our success 

Watch now

IDEAGEN 

EU Global Summit 

July 21, 2022 @ ACS Athens 

Presented Globally by 

Microsoft 

In Collaboration with: 

Ideagen Global "Presented Globally by Microsoft" and in 

collaboration with ACS Athens and ALLILON.net and supported by 

the American Hellenic Institute is pleased to present the Ideagen EU 

Global Summit in Athens, Greece with this global forum for 

audiences across the planet. 

During this summit, we will highlight the importance of creating a 

sustainable future from both a personal perspective and a societal 

one through impactful leaders in your community for conversations 

broadcast on the Ideagen TV Network, including Ideagen Radio and 

Catalyze Magazine. 


GREECE ALIGNING 

WITH THE 

INTERNATIONAL 

COMMUNITY 

T H E O D O R O S B I Z A K I S ; D E P U T Y 

C H I E F O F M I S S I O N , G R E E K 

E M B A S S Y 

George Sifakis: 

There's no place for war in the 21st century. We are now in 2022. We've made so many strides in 

healthcare, finance, and technology, and yet we're in the middle of this moment where we're 

talking about war. A war that could potentially escalate and involve many other countries. What's 

your take on that on a personal note? 

Minister Bizakis: 

It's not right, the pictures that we're seeing in 2022. We had the Second World War, a devastating 

war not just in Europe, but also all around the planet. And it took many, many years to establish 

the UN and to establish a world that would be based on rules And despite the fact that, of 

course, we had the war in the former Yugoslavia and other regions of crisis, the international 

community paid every effort to create conditions in order to prevent wars and to promote peace 

and stability. And now it seems as if all these efforts are collapsing when we have, again, a war in 

Europe with that devastating effect. This is unacceptable today in 2022. Nobody can implement 

a policy of revisionism and the policy of imposing on another through military force. This is totally 

unacceptable. And this is where Greece is aligning with the international community to make 

this message even stronger. 


Health For A Better World 

Dr. Rod 

Hochman, 

President of 

Providence

ENVISIONING EYE HEALTH 

FOR FUTURE UN 

STRATEGIES 

A S H L E Y M I L L S ; C E O O F T H E V I S I O N C O U N C I L 

Adriana Sifakis: 

Recently the United Nations General Assembly resolution made a commitment to eye 

care. Can you talk a little bit about that and how the Vision Council plays a role? 

Ashley Mills: 

Yes, this was thrilling. A year ago, the General Assembly recognized Vision as a catalyst to 

achieving the agenda in 2030, and several, if not all of the sustainable development goals. 

It's a huge moment for us because it means that all of the world's countries recognize that 

Vision has a role to play, and the lead SDG that this resolution recognized was to eradicate 

poverty. So when I'm telling you, vision care is healthcare, and it very much is, but that 

healthcare has implications far beyond putting a pair of glasses on someone's face. If you 

can see, you can work. If you can see it can combat illiteracy, equity, employability, safety, 

health, and quality of life, that's all in there, but it was a huge milestone for us. We are part 

(Vision Council) of a group called Friends of Vision, a civil society group that supports the 

ambassadors who are working on this issue. There's much more to come from us there; the 

resolution's a huge step, and the opportunity now is to make sure we work with all of those 

governments all around the world to make sure that we're able to actually deliver vision 

care and solve these problems. 

Watch now 


2022 Winners 

Purpose Prize 

Learn More 

Bill Bracken 

You live. You learn. You give back. 

 

No one knows this better than people ages 50 

and older, who have spent decades 

accumulating a wealth of knowledge that only 

life experience can bring. Armed with this 

wisdom, they are a powerhouse of innovation 

tackling some of the greatest societal 

challenges of our time and inspiring others to 

do the same. 

 

The AARP® Purpose Prize® award supports 

AARP's mission by honoring extraordinary 

people ages 50 and older who tap into the 

power of life experience to build a better 

future for us all. 

 

“AARP is honored to celebrate these 

extraordinary older adults, who have 

dedicated their lives to serving others in 

creative and innovative ways,” said AARP CEO 

Jo Ann Jenkins. “During these trying times in 

our country and globally, we are inspired to 

see people use their life experiences to build a 

better future for us all.” 

Ify Nwabuku 

Raymond Jetson 

Rita Zimmer 

Alan Miller 


2021 

Purpose 

Prize 

Fellow 

Highlight 

Liz Fanning 

Founder and Executive 

Director, 

CorpsAfrica 

Support CorpsAfrica 

Learn More 


Liz Fanning 

Founder and Executive Director, 

CorpsAfrica 

“I always say I never knew what I wanted to do but I spent my career preparing for it. 

Also, don’t be afraid to fail. Just roll up your sleeves and get to work.” 

The Peace Corps sends Americans to African countries, but CorpsAfrica uses talent that is 

homegrown. We recruit, train and dispatch college-educated young Africans to remote villages in 

their own countries, where they facilitate solutions to problems identified by local people. So far, 

more than 300 volunteers have served in four countries — Morocco, Senegal, Malawi and 

Rwanda — impacting an estimated 150,000 rural Africans. Our approach not only benefits the 

villagers, it transforms the lives and life goals of our volunteers. 

The problem I’m trying to solve 

Some countries in Africa are among the poorest in the world. In several where we work, nearly 

half the population lives below the poverty line. Meanwhile, Africa is rich in underutilized talent, 

with hundreds of universities graduating educated youth who can’t find enough jobs to employ 

them. By tapping their idealism and energy, CorpsAfrica empowers these young adults to be part 

of the solution. Our volunteers spend nearly a year in a village, learning what the locals view as 

their biggest needs and connecting them to organizations with the resources to help. Our wideranging 

projects include wells, irrigation (including a recent, innovative solar-powered system), 

toilets, self-sustaining kitchen gardens (750 and counting), and even an NBA-sponsored 

basketball court to give kids in a refugee camp a productive activity. When COVID-19 broke out, 

our volunteers were perfectly positioned to educate residents on the best ways to protect 

themselves. 


THE WORK OF 

CORPSAFRICA AND 

STARTING AN NGO 


B Y : B A R B Q U A I N T A N C E , V I C E 

P R E S I D E N T A A R P , 

E N T E R P R I S E A W A R D S 

A N D L I Z F A N N I N G , F O U N D E R 

& E X E C U T I V E D I R E C T O R A T 

C O R P S A F R I C A 

Liz Fanning: 

It's like the Peace Corps, but we give college-educated, young Africans the chance to 

serve like Peace Corps volunteers in their own countries. We have a month of preservice 

training, and then it's 10 months of living in a remote high poverty community 

with local people. Their role is unlike the Peace Corps in that our volunteers go to their 

sites with no preexisting agenda. We train them in human-centered design, which is 

sort of a structure to the facilitation process and problem-solving tools to help the 

local people identify their highest priority development needs and to come up with a 

project to address that need. The volunteers help the communities implement that 

project by connecting them to resources. I think the most important lesson our 

volunteers take away from their year of service is humility. It's really about not being 

the savior themselves. They are not going to change the world themselves. These 

projects don't happen by the volunteers. They happen through them. Their role is to 

be the facilitator and the liaison, and really give ownership to the local people. So it's 

really gotta be about what the local people want. That's probably the most important 

aspect of CorpsAfrica, the most important core value, but it's also about locals helping 

locals. Local people, helping local people rather than the outside saviors coming in, 

being the ones with all the answers and all the funding. We're also committed to 

creating a culture of philanthropy in Africa. So that development efforts are also locally 

owned and locally led.

THE WORK OF CORPSAFRICA 

AND STARTING AN NGO 

CONTINUED... 

Barb Quaintance: 

What advice would you give to people who, not necessarily people who want to do 

the work you do, but who are passionate about an issue or committed enough that 

they want to begin their own work? 

Liz Fanning: 

I never wanted to start an NGO. I always thought there were too many NGOs in the 

world and, you know, maybe go find an NGO that does something similar to what 

you do and see if you can work with them to do it rather than starting your own 

thing, which just brings on so much additional headache, I guess, and bureaucracy. 

For us, there really wasn't an organization we could go to and nobody was doing it. 

If you don't believe in it with your heart and soul, it's not gonna work because it 

takes that kind of commitment and don't-give-up tenacity. I think that is the key 

ingredient. 

Purpose Prize 



THE 3 

COMPETENCIES ALL 

ENTREPRENEURS 

NEED TO BE 

SUCCESSFUL 

REBECCA WHITE 

DIRECTOR OF ENTREPRENEURSHIP, UNIVERSITY OF TAMPA 

My book is really about what an entrepreneur or an entrepreneurship graduate from a 

university should really be able to see, do and share with the world. Its about 

understanding what that means because it really goes beyond starting a business. This 

entrepreneurial mindset, because like many others, I've applied this in organizations as 

well as on my own. This idea of what an entrepreneur really is able to do is what drove 

this book and the title of this book. And in the world of skill based development and 

education, we have something we call competencies, and we focus on being able to 

measure whether or not someone has developed certain competencies. So I became 

interested in the idea of applying competencies to entrepreneurship. This has been 

about a 10 year research project that started with a long list of competencies which 

we were able to secure from research with hundreds of entrepreneurs. Over time we 

were able to call that down to three competencies that successful all successful 

entrepreneurs have. And that's what this book is about. See, Do, Repeat.


THE 3 COMPETENCIES ALL 

ENTREPRENEURS NEED TO BE 

SUCCESSFUL CONTINUED... 

One of the more creative and challenging things about writing a book is coming up 

with a great title. So coming up with this title of See, Do, Repeat is kind of an 

interesting story because the way that I teach entrepreneurship and the way that I 

teach opportunity recognition includes this idea that we have to gather a lot of 

material together and then allow our brain to process it: to connect the dots, to come 

up with creations and innovations. So, like my students, I tried to walk the talk. The 

title actually came to me when I was out running one day because I had done tons of 

research, spent a lot of time trying to figure out how to share these three 

competencies in a very simple way with a very large audience. I gave my brain the 

opportunity to process what I was learning while I was out running and came up with 

this idea of See, Do, and Repeat. See refers to the ability to recognize, identify and 

recognize opportunities to see the world through an opportunity lens. Do refers to the 

willingness to take action because entrepreneurship doesn't happen without that. 

And repeat refers to the fact that virtually every entrepreneurial journey is going to 

have a wide variety of challenges along the way. And so successful entrepreneurs are 

able to execute past failure, which means again, that persistence and that willingness 

to keep going. See, Do, Repeat, the practice of entrepreneurship, is the title that came 

out of all of that. 

VIEW A PREVIEW OF 

SEE, DO, REPEAT

BUZZWORDS FOR MAKING YOUR 

BUSINESS SUSTAINABLE 

F R O M : J I M M A C L E N N A N , V I C E P R E S I D E N T , 

I N N O V A T I O N , H I T A C H I S O L U T I O N S 

MacLennan: 

Digital transformation. If you do a Google search, you can see that it's a relatively new 

buzzword over the past 10 years. It's really spiked up in popularity. A lot more searches are 

going on. And a lot of people are talking about what it means to do a digital 

transformation or be a digital business. And I found that the easiest way to help that 

conversation is to have a really simple framework - a simple way to define what it means 

to be a digital business. It's five simple components. The first three are things you would 

expect: systems and processes designed to automate internal operations, bring you closer 

to your customers, and even information becoming part of the products that you sell. It's 

really, you know, what you make, whom you sell it to and how you fulfill it. That's pretty 

much business right there. The next important component is the data itself. And I'm not 

talking about pulling all this information together. I'm saying, how do you, how does your 

company get information out of that data and use it to make good business decisions? 

And finally, the one component that most folks don't expect - the last component of a 

great digital business - is your team. 

The people inside of your organization connect with your customers and manufacture and 

ship the products that you sell. It's an incredibly important piece of a digital business. Now 

that we have a simple framework for digital business, we can start talking about all those 

specific initiatives that we want to figure out how to make happen in our company. It's 

easier to keep control of things and understand who's gonna take ownership and how 

we're gonna prioritize things because they plug into this really simple framework. It's a 

powerful way to sort of distill a tough-to-deal-with idea like digital transformation. And it 

really helps. A lot of us went to another to try to make sense of it all. We went to 

innovation and innovation's a buzzword, but really innovation was the key. Innovation was 

the key to finding ways to apply digital technology for companies to be able to react 

better and become resilient and understand how to deal with this big change of what 

was going on. And it also allowed us to become more innovative. But my point is that a lot 

of companies talk to me and say “My business is not innovative. I don't know how to do 

that. It's just not in our culture and I can't figure out how to do it.” But there is a way to 

engineer innovation inside of an organization. It's really five simple components. 


BUZZWORDS FOR 

MAKING YOUR 

BUSINESS 

SUSTAINABLE 

CONTINUED... 

The first one is that you have to have an environment that allows for innovation. I'm 

talking about the ability to collaborate, but you gotta invest in some tools, some 

technology that people can apply, but just buying a little bit of software is not gonna 

solve the problem. The next two pieces you have to have are creativity and curiosity. 

What do these new technologies do? I'm going to invest some of my own time to learn 

about these different digital things, so then I can use my creativity to understand that 

if I understand the tools, I understand my problem space. I'm gonna come up with 

some creative ways to apply that. But even that's not enough because this is not a task 

to try to set up a big play playground, where everybody can play with the tools. There 

has to be a critical challenge that we're trying to fix. Now, this could be a problem to 

solve, or it could be an opportunity to realize, but it has to be something specific. And 

you have to focus on the results. 

Innovation is not taking months and months and months to play around with 

something. No, let's set some time boxes. Maybe it's 30 days, 60 days, 90 days, but it's 

something where you take a step back and say, look, great idea, great try. It's not 

working. Maybe this is something we should either stop or double down on. But if we 

put that kind of structure and put those kinds of cultural changes inside of an 

organization, then any company can be innovative. 

Sustainability seems to be the next thing that everybody wants to talk about. But 

again, just like with digital transformation and digital business, people were having a 

very tough time understanding what sustainability meant and how to apply it to their 

business. And so I decided to take that five-step framework and expand it a little bit. 

The five-component framework for a digital business allows me to take ideas and 

apply them and figure out how they make sense inside of my organization. 


CONTINUED... 

No business ever does all of these things, but they know how to prioritize and pick the 

right things and get the right people aligned. Well, the same thing can happen with 

sustainability. With sustainability, I'm just extending the model for three simple ideas. 

The first one would be environmental. All things about understanding the raw materials 

and the impact that your operations have on the environment, the raw inputs that 

come in that your suppliers bring in, and how and what you do to the environment as 

it's going back out. 

The next one would be economic. That's where you get into using sustainability 

techniques to understand the overall cost of operations and optimizing the cost of 

operations for your business. This is usually where all the ESG conversations go about 

reporting requirements, smart cities, and things like that. And finally, community. 

Community is a really important piece of this sustainability conversation because what's 

at the center of this picture is the folks on your team, the people that work with your 

customers, et cetera. And you've got customers themselves that you're trying to market 

the idea that sustainability is about growth. How are you gonna grow into new markets 

unless your customers understand and see what you're doing? It's important to have a 

purpose-driven organization. And so now when I understand all these different topics 

that are considered sustainability, now I can actually apply them to my framework and 

understand how they fit in my understanding of my organization. And a lot of 

companies will say, “well, we're not interested in that. You know, we're not interested in 

clean water. Why? Because we're a water company.” The idea that you can take from 

this is, first, to find a really simple framework because everybody makes things too 

difficult. There are simple frameworks that you can use to understand your business, 

and how to apply these ideas. And change is gonna happen, but it's that combination 

of innovation and resilience that's going to reduce the impact and let you live to 

another day. If innovation is tough, it can be engineered. Don't give up on the idea that 

you can't introduce innovation to your organization and actually make it work. And then 

finally, the last two key ideas: Resilience is a reactive way to make sure your company 

and your organization can live to see tomorrow; Sustainability is a proactive way to 

make sure that your company can live forever. 



CREATING STRUCTURES TO 

PROMOTE A FULFILLING AND 

DIGNIFIED WORKPLACE 

B Y : D R . C H R I S T I N E G A L I B S E N I O R D I R E C T O R 

O F P R O G R A M S A T T H E I O N & 

J E F F S C H I E F E L B E I N C H I E F C U L T U R E O F F I C E R 

F O R 5 E N E R G Y 

Galib: 

I’d love to hear your thoughts on how your work relates to SDG goal eight. 

Schiefelbein: 

I think, first of all, to share a little bit of a why; in the last 24 years of my journey 

between launching nonprofits and for-profits, helping religious organizations, and 

helping corporate organizations, I've realized these fundamental truths about human 

beings in work. What's really neat is everything kept pointing to these same truths 

about what gives somebody fulfillment, where work becomes dignified, and how as 

leaders, we can create structures and environments that not just promote that but 

acknowledge that work is a place of great formation. And so one of the ways that I've 

found that is with this idea of a stakeholder mentality. We hear a lot now starting to 

bubble up about stakeholder capitalism, about conscious capitalism, and they all kind 

of have these same tenants, but it's just a recognition that an organization needs to 

exist for a higher purpose and not just for the shareholder or better said for 

shareholder value. We got crushed because of 50 years of bad rhetoric in the world 

because of the 1960s business model of everything about the corporation should be 

about making money for its owners, and that's just fundamentally false.

CREATING STRUCTURES TO PROMOTE 

A FULFILLING AND DIGNIFIED 

WORKPLACE CONTINUED... 

You can really break that down and ask yourself, why does the human body exist? It has to 

pump blood and breathe oxygen, but that's not a good reason to exist, and neither is 

making money a good reason to exist. It's an outcome and a necessary piece, just like 

blood and oxygen are necessary to my body. So this idea is okay if you have a higher 

purpose, and then you start to dig into the stakeholder model, everybody your company 

touches, and even the ones that are second or third rung to your company, are being 

impacted either positively, maybe in a neutral way or negatively by the decisions you 

make, the supply chain decisions, the compensation decisions, the policies that you 

create, the way that you show up for or against what's happening in your local community 

or with the environment. And so this idea is that every single stakeholder group tied to 

your company in any way should win, like win, win, win, win. And that is this law of 

mutuality where we're all going to be better. 

There's more to be gained by us all being in a winning situation, instead of these hard 

negotiations of, ‘let me see if I can squeeze out every last penny or bit of work out of my 

employees.’ So at Five, at this energy company, our stakeholders include our employees, 

our clients, our vendors, our suppliers, the community, and the environment. Then we 

even go so far as to say our industry, in general, is one; whether that's a strategic partner or 

it's truly a competitor, that's part of our stakeholder map that we're trying to make our 

entire ecosystem better for having existed. And I'll tell you one of the greatest 

compliments is when someone comes home from working here for their first month, and 

their spouse or their kids or their parents say you are a better, happier, more productive, 

more fulfilled family member, and there must be something about the way that you're 

being coached or challenged or held to account that is causing you to be nurtured and 

have the chance to thrive. This is a long-winded way of saying stakeholder mentality is a 

huge part of this, and it shows up everywhere in our organization and in all these 

organizations. However, it's also the place that if you take your eye off of it, you can start to 

have this murky gray area of making decisions that feel one-sided or take advantage of a 

situation, and that could lead to short term gains financially but also really hurt and erode 

the long term health of your company. 


IDEAGEN® 

Washington Roundtable 

Ideagen's Washington Roundtable brings together high-level 

individuals and organizations to discuss some of the world’s most 

vexing issues through the lens of sustainability to examine how 

proper leadership can help us better enact global change. We 

focus on leadership and policy, targeted towards decision markers 

in Washington DC. 

Streaming July 21, 2022 

Ideagenglobal.com | Presented Globally by 


ALTERNATIVE 

APPROACHES TO 

SOLVING THE SDG'S 

A N I N T E R V I E W W I T H P A T R I C K 

T H E R O S : F O R M E R U S 

A M B A S S A D O R T O Q A T A R 

Patrick Theros: 

I don't think we could further the Sustainable Development Goals simply by working 

with one country. What you need is for the United States to assemble a collective of 

like-minded countries. Countries that while, not exactly the same, are committed to 

seven to ten of the goals, and regard the others as okay is about the best you are going 

to do at the beginning. It's a question of building a sufficient mass of countries around 

the world. They can't all be in one continent. Perhaps the one thing that should define 

these countries is a commitment to popular participation in government. Maybe you 

don't call it democracy as we have it, but countries that have the interests of their 

people at heart because their people are the ones who decide who rules them So then 

once you have this coalition together - and it's not gonna be the - then you can start 

working on advancing the goals. In some cases, some countries are better at advancing 

some goals than other countries at others. It has to be a coherent effort in which some 

countries take the lead on some things. The United States being the United States is 

obviously gonna bear a larger burden than almost any other country in that coalition, 

but you can't do it by yourself. 

George Sifakis: 

And as a former ambassador, you've seen things that many have not, and you've been 

involved in so many different negotiations and dialogues with other nations and 

leaders across the planet. What do you believe is the most important quality to ensure 

peaceful, mutually beneficial partnerships amongst nations? 



ALTERNATIVE APPROACHES TO 

SOLVING THE SDG'S 

CONTINUED... 

Patrick Theros: 

A single important quality is the ability to understand the other nation from its own 

point of view. What are its interests? What is its historical background? What are its 

particular problems? Let me give you a current example. The EU is pushing for a 

complete embargo on Russian oil and later on Russian gas, which is fine in principle, 

but it affects different countries in different ways. So before you can impose such an 

embargo you have to get everybody to buy-in. And sometimes the country that suffers 

the least that thought up this idea because they're suffering the least has to make 

some real sacrifices to help the country that's suffering the most. 

A good example is that something like 80 or 90% of Czech gas comes from Russia. 

The Czech pipeline system isn't connected to any other pipeline except pipelines 

going to Russia. This is a very sort of specific and narrow approach, but other countries 

all have their own interests at play, and doing a "one size fits all" approach is very 

difficult unless the countries that suffer least make the sacrifices to help the countries 

that suffer more.

I D E A G E N ' S P O W E R 1 0 L I S T 

10 global leaders who are Changing the World in 2022 

Mark Fitzgerald 

KPMG 

Barb Quaintance 

AARP 

Steve Israel 

Michael Best 

Strategies 

Dr. Sidhant Gupta 

Microsoft 

Tomas Thyblad 

Nasdaq 

Microsoft 

Ashley Haynes-Gaspar 

Peggy Pelonis 

ACS Athens 

Jake Herway 

Gallup 

BJ Moore 

Providence 

Nick Larigakis 

American Hellenic 

Institute 


Editor's Note 

Dear Ideagen Global Friends and Colleagues, 

We are just about mid-year in 2022 and Ideagen Global, Presented 

Globally by Microsoft, continues to maximize our efforts with a 

relentless commitment to convene the world's greatest minds from the 

world's leading companies, NGO's, and the public sector to address the 

world's most vexing issues. In 2021, Ideagen TV content reached over 

100 Million People across the planet with our ubiquitous content 

distribution including inspiring interviews and custom programming to 

create awareness and Global Partnerships to Achieve the Goals. 

2022 is already promising to be an #EPIC year with upcoming 

hybrid/live events across the planet planned including Athens, Greece, 

New York and many other global destinations! Join the movement at 

IdeagenGlobal.com for all of the latest updates. 

Sincerely, 

GEORGE SIFAKIS 

GEORGE SIFAKIS 

Editor-in-Chief & CEO 

Ideagen 

CATALYZE MAGAZINE | 22 

COOPER HENDERSON 

Lead Publication Editor 

DANIEL KERNS 

Co-Editor and Chief of Staff 

WILL MARTIN 

Co-Editor and Senior Fellow 

Pictured Top to Bottom 

76th session of the UN 

UN New York 

MIchael Best's Rep. Steve Israel 

Top Left: BJ Moore at HIMMS Conference

Catalyze June 22

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