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C A T A L Y Z E .<br />

The Art of<br />

Clear<br />

Thinking<br />

Ways to innovate in the face of<br />

high pressure situations from<br />

Deepak Chopra<br />

INSIDE<br />


GLOBAL<br />

GOALS<br />

SUMMIT<br />

Issue | <strong>December</strong> 2022

C A T A L Y Z E .<br />

The Art of<br />

Clear<br />

Thinking<br />

Ways to innovate in the face of<br />

high pressure situations from<br />

Deepak Chopra<br />

INSIDE<br />


GLOBAL<br />

GOALS<br />

SUMMIT<br />

Issue | <strong>December</strong> 2022

C A T A L Y Z E .<br />

The Art of<br />

Clear<br />

Thinking<br />

Ways to innovate in the face of<br />

high pressure situations from<br />

Deepak Chopra<br />

INSIDE<br />


GLOBAL<br />

GOALS<br />

SUMMIT<br />

Issue | <strong>December</strong> 2022

C A T A L Y Z E .<br />

The Art of<br />

Clear<br />

Thinking<br />

Ways to innovate in the face of<br />

high pressure situations from<br />

Deepak Chopra<br />

INSIDE<br />


GLOBAL<br />

GOALS<br />

SUMMIT<br />

Issue | <strong>December</strong> 2022

Index<br />

Table of<br />

Contents<br />

Section 1<br />

Deepak Chopra and<br />

Robert Reiss discuss<br />

the status of the<br />

world today and how<br />

each of us can be a<br />

solution to modernday<br />

problems<br />

Section 2<br />

Featured Speakers Include...<br />

Making Mental Health<br />

Mainstream, Featured<br />

interview with Rawle<br />

Andrews Jr:<br />

Section 3<br />

Gretchen O’Hara and the<br />

Great Data Divide<br />

Section 4<br />

Sanjay Rishi and the<br />

Workplace of the Future<br />

Section 5<br />

Grace Clack and an<br />

optimistic outlook on<br />

current climate progress

About The Global<br />

Goals Summit<br />

Live From the UN ECOSOC<br />

Chamber<br />

Ideagen has the unique capacity and privilege to<br />

bring together leaders from a variety of<br />

companies, organizations, and NGOs, The Global<br />

Goals Summit is a forum for executive-level<br />

leaders to discuss the impacts of The Global Goals<br />

on their business and provide solutions to one or<br />

more of the Global Goals.<br />

The Summit's agenda covers topics such as<br />

philanthropy and the public sector, financing for<br />

the SDGs, gender equality, the connection<br />

between health and technology, and more.<br />

Read articles and excerpts from some of the<br />

world's most impactful global leaders speaking at<br />

Ideagen's most anticipated summit to date.<br />

Page 02

Deepak Chopra<br />

Section 1<br />

Section 1<br />

Section 1<br />

The Art of Clear<br />

Thinking<br />

Deepak Chopra's<br />

S-T-O-P Method of<br />

Thinking<br />

Robert Reiss:<br />

What are the first steps for someone who<br />

maybe has a hard time relaxing,<br />

meditating and thinking clearly? And<br />

maybe everyone reading this right now at<br />

home or, anywhere, really, can try your<br />

suggestion.<br />

Deepak Chopra:<br />

They can use what I call the STOP formula,<br />

S-T-O-P. So, before reacting to any<br />

situation or any stressful circumstance<br />

you simply stop.<br />

S stands for smiling from your head to<br />

your toes. This stimulates the vagus<br />

nerve, which is the healing nerve in your<br />

body. Lots of evidence shows that smiling<br />

changes your biology, especially if you<br />

imagine smiling from your head to your<br />

toes<br />

Literally let everything smile. Your nose,<br />

your lips, your tongue, your ears, your<br />

neck, your heart, your fingernails, even<br />

your genitalia. Everything is smiling.<br />

Next is T- take 3 three deep breaths and<br />

keep that smile. Let your body slide into a<br />

deeper state of relaxation with each<br />

exhale. O- Observe your body and it’s<br />

sensations. Observe the environment<br />

without judgment. Then P- proceed with a<br />

decision with awareness and compassion.<br />


Section 2<br />



B y G r e t c h e n O ' H a r a<br />

<br />

Technology continues to grow and we<br />

all know it moves in leaps and bounds.<br />

Technology is emerging as this new<br />

currency that's driving insight, decisionmaking,<br />

and ultimately knowledge. So<br />

today, as a result, data is now being<br />

produced, consumed, and stored at<br />

dizzying rates. The world has witnessed<br />

the explosion of tenfold growth in data<br />

by Zettabytes since 2013, and we will<br />

see that doubling by 2025. What does<br />

that mean to all of us? Organizations<br />

now are mining. They're collecting,<br />

storing, and securing more data to take<br />

advantage of what essentially now is<br />

this new digital currency, this new gold.<br />

However, while these mountains of data<br />

are being leveraged at breakneck speed<br />

and keeping pace with the growth,<br />

they're really not being leveraged yet<br />

for the benefit of everybody. That is<br />

where you the reader comes in.<br />

There is a growing disparity and the<br />

expanding use of data to create<br />

commercial value and the<br />

comparatively weak use of data to solve<br />

social and environmental challenges.<br />

This data divide is something that I<br />

believe is absolutely separating us and<br />

we have an opportunity and an<br />

obligation together to really change<br />

that. The haves include people and<br />

companies, organizations with plenty of<br />

fresh data that they have that they can<br />

use with the skills that they've been able<br />

to acquire to grow and thrive. While the<br />

have-nots are those that are operating<br />

with a limited sense of data and have no<br />

ability or the skills to be effective with<br />

that data. And what ultimately happens<br />

is that stunts the economic growth and<br />

social advancement as a result of this<br />

data divide.

"This data divide is something that I believe<br />

is absolutely separating us, and we have an<br />

opportunity and an obligation together to<br />

really change that."<br />

This is a crisis that we have to all<br />

come together on. Now, collective<br />

progress continues to be lagging and<br />

it's broadening the chasm as we<br />

speak because of the rate of change<br />

in the massive data that we're<br />

growing.<br />

While these data strategies have<br />

certainly benefited commercial<br />

companies, public sector nonprofits<br />

lag in the education, the skills of the<br />

future workforce, the tools, and the<br />

talent to even access that<br />

information. That means individuals<br />

in underserved communities in most<br />

cases aren't even at the starting line<br />

of what will be the new world of a<br />

data-driven world.<br />

So, what do we have to do about<br />

that? Let me just put a stark reality<br />

of an example in front of us. We can<br />

just look at Covid 19 as a great<br />

example of the crisis of the data<br />

divide. If you can remember back to<br />

the very beginning of the first few<br />

weeks and months of the Covid<br />

Pandemic, there was covid testing<br />

work that was being done across the<br />

globe. But in particular, one<br />

example was a Biohub group<br />

initiative with the University of San<br />

Francisco, California.<br />

This bio hub built covid testing lab<br />

and capabilities in seven days.<br />

Meaning, they were able to not only<br />

get this lab up and running in seven<br />

days they were able to produce lab<br />

results within 24 hours. Think about<br />

this, not knowing anything within<br />

really the first weeks of the<br />

pandemic, but what happened with<br />

data was that they made this<br />

available for all of California to use,<br />

free for the public health system.<br />

The public health system became<br />

so overwhelmed they were even<br />

using fax machines to keep up<br />

with the amount of information<br />

that was coming back from the<br />

data provided. Can you imagine<br />

all of this data available in seven<br />

days promising 24-hour results?<br />

If we had more access to data like<br />

this in the hands of everyone, we<br />

could have kept up and paced<br />

with the speed at which the<br />

pandemic was taking hold

To learn more



As the largest psychiatric organization in the world,<br />

how do you utilize partnerships to achieve absolutely<br />

vital and critical global missions?<br />

Section 3<br />

I always say there are three<br />

C’s that actually go into how<br />

we work with partnerships. One<br />

is competency, the other is<br />

collaboration and the last is<br />

capacity. So, one of the things<br />

that we have learned over 30<br />

plus years of working as part of<br />

the APA (American<br />

Psychological Association) is<br />

that the APA Foundation does<br />

well as a convener, and it does<br />

very well as a thought leader.<br />


The APA also does great work<br />

in philanthropy, but we cannot<br />

do it alone because there's just<br />

too much work to be done. And<br />

so what we try to do is find<br />

multidisciplinary partners so<br />

that we can cover as many of<br />

the facets of communities as<br />

we can. We work with faith<br />

leaders, we work with teachers,<br />

and educators. We work with<br />

B2B business managers and<br />

owners because they want to<br />

get more for their mission and<br />

out of their team. Sadly,<br />

sometimes they don't have a<br />

mental health partner. And the<br />

fact that we bring medical<br />

professionals to the table is<br />

huge<br />

I.E in one of the many<br />

communities we assist you're<br />

not just going to WebMD trying<br />

to figure this out for yourself.<br />

We give you a true md right?<br />

Right. We can help you work<br />

out whatever problem it is. And<br />

this is just a broad<br />

generalization of what we do in<br />

our partnerships. To give you a<br />

better idea of this; one of the<br />

things that we do is we host (in<br />

the APA foundation) a group<br />

called<br />

the Center for Workplace<br />

Mental Health. The Center for<br />

Workplace Mental Health is all<br />

about the idea of getting more<br />

out of business by treating<br />

managers' mental health. This<br />

gives managers better focus so<br />

that you don't have, in turn,<br />

staff feeling neglected, or<br />

overwhelmed and overworked<br />

because the manager is taken<br />

care of. And if the managers<br />

are happy, you have a happier<br />

employment contingent. Then<br />

they're going to want to do<br />

more for customers, clients,<br />

and so forth.<br />

Figure 1<br />

Rawle Andrews Jr: was<br />

featured at the Global Goals<br />

Summit on Behalf of the<br />

American Psychiatric<br />





Section 4<br />

There are 3,470 companies across the globe<br />

that have made climate pledges. Those<br />

companies add up to 80% of the world's GDP.<br />

So you can imagine the impact that those<br />

companies collectively have on global<br />

emissions and what the impact could be if they<br />

all reach net zero. The pressure is coming from<br />

all sides for these companies. Many of our<br />

investment funds today are putting financial<br />

pressure on companies that haven't made<br />

these pledges. 73% of investors say that efforts<br />

to improve the environment and society<br />

actually do impact their financial decisions.<br />

Next, I want to talk about the impact quotient,<br />

That's a great example. of how customers<br />

today are voting with their values. 77% of<br />

customers say that they're motivated to<br />

purchase from companies that are trying to do<br />

good in this world.<br />

It is worth mentioning regulators are also<br />

starting to tighten controls and reporting.<br />

Basically meaning that mandated reporting on<br />

sustainability issues is becoming more<br />

coommon<br />

And then last employees, employees want to<br />

work for companies that are doing good. 93%<br />

of employees say companies should lead with<br />

purpose. At Microsoft, we have 8,000<br />

employees in our sustainability community<br />



Future<br />


Section 5<br />

By: Dr. Sanjay Rishi<br />

I'm fortunate to be here to share<br />

some ideas on a topic that I'm very<br />

passionate about, and that passion<br />

will come out, so you might have to<br />

excuse me. The workplace has really<br />

changed. If you think about what the<br />

pandemic did with all the devastation<br />

that it caused, we're a resilient<br />

species and we have emerged from<br />

the pandemic. It’s with that, that the<br />

shadows of the pandemic and the<br />

opportunities that are emerging from<br />

the pandemic, and the lessons<br />

learned will really impact how we<br />

think about work, workplace<br />

workspaces, and workers.<br />

There are fundamental significant<br />

tectonic shifts that are happening in<br />

each one of those, some of the things<br />

that I'll touch on and more details<br />

around is as the shift, the idea of<br />

hybrid the idea of technology, and<br />

sustainability responsibility. One of<br />

the things we did with Joint Indication<br />

Indicators (Jll) about two years ago,<br />

as we said in our purpose statement,<br />

we put in a better world and we said<br />

we want our domain and our<br />

responsibility to create a better world.<br />

Well, that better world has many<br />

implications. It's around many of the<br />

things we address in this magazine<br />

like mental health, physical health,<br />

sustainability, diversity, equity, and<br />

inclusion.<br />

The way I group them around<br />

works that is; personalized<br />

work, which is responsible, and<br />

workspaces that are<br />

responsible Well, let's go<br />

exactly into those. When you<br />

talk about something like<br />

sustainability, there's an<br />

enormous impact on everything<br />

you're doing in the workplace.<br />

From a sustainability<br />

standpoint,<br />

I'll start with the example of the<br />

leaps and bounds we've come<br />

at Davos in 2020, in February<br />

just before the pandemic hit.<br />

There, you could see CEOs<br />

across the globe all making<br />

commitments around net zero<br />

carbon neutrality. One of the<br />

things that we're seeing is<br />

while those commitments were<br />

made, the question that I<br />

always ask when I'm with C<br />

suites and colleagues is- let's<br />

test and make sure that the<br />

road maps are implemented,<br />

that there are details around it<br />

that are getting the attention<br />

because there's so much going<br />

One of the things that we're seeing<br />

is while those commitments were<br />

made, the question that I always<br />

ask when I'm with C suites and<br />

colleagues is- let's test and make<br />

sure that the road maps are<br />

implemented, that there are details<br />

around it that are getting the<br />

attention because there's so much<br />

going on. There are<br />

macroeconomic headwinds, that<br />

are clearly impacting us.<br />

A little statistics for the audience,<br />

40% of the planet's carbon<br />

emissions come from built<br />

environments. We live in them, we<br />

work in them, we shop in them, we<br />

travel to airports, 40% comes from<br />

that, that's our business, that's my<br />

business to influence that. So, if<br />

we can influence it in partnership<br />

with everyone, this is no longer a<br />

debate. This is something that has<br />

to be done. And more importantly,<br />

the commitment to sustainability is<br />

real. It's happening across the<br />

globe. So, we're on a good path<br />

but we need partnerships like<br />

these to bring down that 40%<br />

statistic.<br />

on. 6

1<br />

D E E P A K C H O P R A<br />

G R E T C H E N O ' H A R A<br />

2<br />

3<br />

B A R B Q U A I N T A N C E<br />

R A W L E A N D R E W S<br />

4<br />

5<br />


Section 6<br />





Ed Reno<br />

One of the questions that I think is<br />

potentially sensitive, but I just want to<br />

explore is in regards to diamonds in how<br />

you source them. I know there's a strong<br />

push for ethics in that process, and<br />

maybe you could frame for our audience<br />

what historically have been some of the<br />

concerns and considerations of the<br />

industry, and perhaps how Blue Nile has<br />

tried to responsibly come into the<br />

marketplace.<br />

Sean Kell<br />

Great question. So, for over 20 years<br />

now, blue Nile has been very focused on<br />

only sourcing diamonds in a sustainable<br />

conflict-free way. All of our diamonds are<br />

certified to be conflict free, which is a<br />

very specific set of processes and<br />

certifications to get there.<br />

Also increasingly there are sustainability<br />

requirements with different origin<br />

countries. Most diamonds come from<br />

Africa, Australia, and Canada, and that's<br />

where we source our diamonds from.<br />

The diamond's origin governments have<br />

put tremendous amounts of work into<br />

making sure that everything is ethically<br />

sourced and sustainably sourced.<br />

Because in many places, this is the<br />

primary GDP-driving product for the<br />

region.<br />

Sean Kell<br />

Oftentimes, diamonds provide a<br />

tremendous amount of resources for the<br />

population of these source and origin<br />

countries. So there's been a big push<br />

over the last 20, 30, and 40 years to<br />

make sure that all gem-quality diamonds<br />

are sourced sustainably and ethically in a<br />

conflict-free way.<br />

Ed Reno<br />

Right, so that's interesting to me in that<br />

Blue Nile does not have anyone with a<br />

pickax or a light on their head deep in a<br />

cave. Your partner is the regional<br />

authorities' government. Is that right?

Sean Kell<br />

We are a couple of steps from them, but yes. The diamond supply chain is a long and complicated one,<br />

and frankly, it's been this way for over a hundred years. So there's a mine in an origin country, generally<br />

owned by the government of that country. And they're contracting with a mining company like De<br />

Beers, who will help them source the diamonds in a sustainable and conflict-free ethical way. Then<br />

those diamonds are shipped to a central location, those are rough diamonds. It looks kind of like a piece<br />

of, scrap glass. Those pieces of rough diamond are then shipped to a central processing facility where<br />

people, and it's almost all done by hand, people will cut. That's right. Cut and polish those rough dull<br />

looking cloudy looking pieces of carbon into what we know as sparkly, gorgeous diamonds with<br />

different cuts and facets depending on the size and shape of the diamond. That is done typically in<br />

Belgium, Israel, and India. Then the diamonds kind of move their way through the supply chain, through<br />

distributors to secondary distributors, to third-tier distributors, and then ultimately to people like us,<br />

retailers.<br />




Ed Reno<br />

Sean Kell<br />

CEO<br />

Blue Nile<br />

Diamonds<br />

Exclusively on IdeagenGlobal.com

Editor's Note<br />

Dear Ideagen Global Friends and Colleagues,<br />

As we prepare for the September 8th release of the Ideagen Global<br />

Impact Summit and 17 Days of Sustainability in October, Ideagen<br />

Global continues to maximize our efforts with a relentless commitment<br />

to convene the world's greatest minds from the world's leading<br />

companies, NGOs, and the public sector to address the world's most<br />

vexing issues. In 2022, Ideagen TV content will again reach over 100<br />

Million People across the planet with our ubiquitous content<br />

distribution, including inspiring interviews and custom programming to<br />

create awareness and Global Partnerships to Achieve the Goals.<br />

2022 is already an #EPIC year with high-impact hybrid/live events<br />

across the planet, including Athens, Greece, New York, and many other<br />

global destinations! Join the movement at IdeagenGlobal.com for all of<br />

the latest updates.<br />

Sincerely,<br />



Editor-in-Chief & CEO<br />

Ideagen<br />



Lead Publication Editor<br />


Co-Editor and Chief of Staff<br />

Pictured Top to Bottom<br />

Microsoft's Tilemachos Moraitis<br />

ACS Athens's Peggy Pelonis<br />

Amb. Angelos Pangratis (ret.)<br />

Top Left: Ideagen's Global Impact Summit

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