Ideagen Global - Catalyze Magazine, March 2023

With Ideagen's extensive member network and influential platform, Catalyze Magazine serves as an aggregate for all the content, events, articles, and collaboration that we do. It is a monthly magazine where you will find transcriptions from Ideagen events, content, articles, and information surrounding how we are completing our mission. With this magazine, we want to highlight the nature of cross-sector collaboration and how we infuse it into our daily mission on a global scale. Ideagen's monthly Catalyze Magazine is back in 2023 with our March edition. Inside, view conversations from our Global Innovation Summit! This months covers features speakers from the Global Innovation Summit: Jeff Peterson, Tiffani Bova, Jeff Terry, Anne Gross, Amy Porfiri, Vedrana Hodzic, David Yunger, Craig Cookson, Ernest Dupont, Zoe Thompson, Jordan Mitchell, and Suzanne McCormick.

With Ideagen's extensive member network and influential platform, Catalyze Magazine serves as an aggregate for all the content, events, articles, and collaboration that we do. It is a monthly magazine where you will find transcriptions from Ideagen events, content, articles, and information surrounding how we are completing our mission. With this magazine, we want to highlight the nature of cross-sector collaboration and how we infuse it into our daily mission on a global scale.

Ideagen's monthly Catalyze Magazine is back in 2023 with our March edition. Inside, view conversations from our Global Innovation Summit!

This months covers features speakers from the Global Innovation Summit: Jeff Peterson, Tiffani Bova, Jeff Terry, Anne Gross, Amy Porfiri, Vedrana Hodzic, David Yunger, Craig Cookson, Ernest Dupont, Zoe Thompson, Jordan Mitchell, and Suzanne McCormick.


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B Y I D E A G E N<br />


<strong>March</strong> <strong>2023</strong><br />

<strong>Global</strong><br />

Innovation<br />

Summit<br />

PLUS<br />

<strong>Ideagen</strong>'s Future<br />

<strong>Global</strong> Leaders<br />

Academy<br />

Jeff Peterson<br />

GM of Industry, North America<br />


B Y I D E A G E N<br />


<strong>March</strong> <strong>2023</strong><br />

<strong>Global</strong><br />

Innovation<br />

Summit<br />

PLUS<br />

<strong>Ideagen</strong>'s Future<br />

<strong>Global</strong> Leaders<br />

Academy<br />

Tiffani Bova<br />

Author, Growth and<br />

Innovation Evangelist<br />


B Y I D E A G E N<br />


<strong>March</strong> <strong>2023</strong><br />

<strong>Global</strong><br />

Innovation<br />

Summit<br />

PLUS<br />

<strong>Ideagen</strong>'s Future<br />

<strong>Global</strong> Leaders<br />

Academy<br />

Jeff Terry<br />

VP Corporate Social<br />

Responsibility & Sustainability<br />


B Y I D E A G E N<br />


<strong>March</strong> <strong>2023</strong><br />

<strong>Global</strong><br />

Innovation<br />

Summit<br />

PLUS<br />

<strong>Ideagen</strong>'s Future<br />

<strong>Global</strong> Leaders<br />

Academy<br />

Anne Gross<br />

Lead, Data Citizens With Purpose<br />


B Y I D E A G E N<br />


<strong>March</strong> <strong>2023</strong><br />

<strong>Global</strong><br />

Innovation<br />

Summit<br />

PLUS<br />

<strong>Ideagen</strong>'s Future<br />

<strong>Global</strong> Leaders<br />

Academy<br />

Amy Porfiri<br />

Managing Director<br />

American Psychiatric Association Foundation

B Y I D E A G E N<br />


<strong>March</strong> <strong>2023</strong><br />

<strong>Global</strong><br />

Innovation<br />

Summit<br />

PLUS<br />

<strong>Ideagen</strong>'s Future<br />

<strong>Global</strong> Leaders<br />

Academy<br />

Dr. Vedrana Hodzic<br />

Director for Fellowships & Medical<br />

Education, American Psychiatric<br />

Association Foundation

B Y I D E A G E N<br />


<strong>Global</strong><br />

<strong>March</strong> <strong>2023</strong><br />

Innovation<br />

Summit<br />

PLUS<br />

<strong>Ideagen</strong>'s Future<br />

<strong>Global</strong> Leaders<br />

Academy<br />

David Yunger<br />

CEO<br />


B Y I D E A G E N<br />


<strong>March</strong> <strong>2023</strong><br />

<strong>Global</strong><br />

Innovation<br />

Summit<br />

PLUS<br />

<strong>Ideagen</strong>'s Future<br />

<strong>Global</strong> Leaders<br />

Academy<br />

Craig Cookson<br />

Senior Director, Plastics<br />

Sustainability, American<br />

Chemistry Council

B Y I D E A G E N<br />


<strong>March</strong> <strong>2023</strong><br />

<strong>Global</strong><br />

Innovation<br />

Summit<br />

PLUS<br />

<strong>Ideagen</strong>'s Future<br />

<strong>Global</strong> Leaders<br />

Academy<br />

Ernest Dupont<br />

Executive Director, Workforce Initiatives<br />

CVS Health

B Y I D E A G E N<br />


<strong>March</strong> <strong>2023</strong><br />

<strong>Global</strong><br />

Innovation<br />

Summit<br />

PLUS<br />

<strong>Ideagen</strong>'s Future<br />

<strong>Global</strong> Leaders<br />

Academy<br />

Zoe Thompson<br />

US Social Strategy Lead<br />


B Y I D E A G E N<br />


<strong>Global</strong><br />

<strong>March</strong> <strong>2023</strong><br />

Innovation<br />

Summit<br />

PLUS<br />

<strong>Ideagen</strong>'s Future<br />

<strong>Global</strong> Leaders<br />

Academy<br />

Jordan Mitchell<br />

Associate Director, DEI & ESG<br />


B Y I D E A G E N<br />


<strong>March</strong> <strong>2023</strong><br />

<strong>Global</strong><br />

Innovation<br />

Summit<br />

PLUS<br />

<strong>Ideagen</strong>'s Future<br />

<strong>Global</strong> Leaders<br />

Academy<br />

Suzanne McCormick<br />

President<br />


J E F F P E T E R S O N , G M O F I N D U S T R Y ,<br />

M I C R O S O F T N O R T H A M E R I C A<br />

P O S I T I O N I N G M I C R O S O F T ' S I N D U S T R Y F O R S U C C E S S<br />

George Sifakis: George: I'd love it if you<br />

could share with our global audience your<br />

vision for the future of Microsoft's<br />

industry and how you plan to position the<br />

company for success in the coming years.<br />

Jeff: Yeah, I love this question, George. And this one really makes you<br />

think, right? There are so many ways you could answer this, but I'm going<br />

to start by talking about one of the things I mentioned already. Industry is a<br />

team sport and not just the Microsoft team, but the global team and all of<br />

you watching. The 17 Days of sustainability is a great example. To get<br />

those done, it's a team sport. I truly believe that we are better together, and<br />

we do great things together. First and foremost, I envision industry at<br />

Microsoft as being that team sport. Being the team that pulls it all together.<br />

But there are also a couple of key horizontals that lay across all of the<br />

industry that are critical, one being customer experience. The customer<br />

experience space is a huge market, and it's critically important as we move<br />

forward. Customers are demanding a certain level of personalization, and I<br />

can't wait to see what AI and the future of work unlock in that personalized<br />

customer experience. It's going to blow your mind.<br />

<strong>Ideagen</strong>global.com | Presented <strong>Global</strong>ly by<br />



J E F F P E T E R S O N C O N T I N U E D . . .<br />

Secondly, the area of sustainability; its a team sport. We can't do it alone. I'm<br />

really proud that Microsoft is still maintaining a huge focus on sustainability and<br />

that it sits within the industry team and covers that horizontal view. I think I said<br />

earlier, George, it's my vision in the short term that my team establishes the<br />

model for what it's like to do industry, including sustainability, customer<br />

experience, etc, inside Microsoft. And then share that with all of you. Long term,<br />

I see the stars aligning. We have the people, we got the team, and we're getting<br />

some great investment. We've got tools, processes, and tech in place with the<br />

right executive support. All these things are coming together to help us build<br />

programs that turn industry problems into outcomes. This helps our customers,<br />

and ultimately it also helps me. Turn those problems into Microsoft sales.<br />

So, again, I think this is a huge inflection point. I'm super excited about the focus<br />

on industry; 100 times more excited about the focus on AI in the future of work<br />

with Chatgpt etc. But this is a tough question, George because I can envision that<br />

short term and focus on delivering now and being great at Microsoft and<br />

industry. At the same time, it's tough for me to envision what the future will look<br />

like given the inflection point we're at now. We need to be future thinkers, we<br />

need to be adaptable, and ultimately I believe it'll be a bright future.

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George Sifakis: How can companies innovate and use<br />

different methodologies to help with retention and to retain<br />

the best and the brightest employees that are the lifeblood<br />

of that business?<br />

Tiffani Bova: I'll tell you, the adviser of me, the ex-analyst of me, wants to answer that question right<br />

away. I just want to go, here's the answer; here are the three things you need to do, and I learned a<br />

number of years ago that I was probably doing a disservice to my customers and clients by doing that.<br />

Now when I'm in front of Salesforce customers, and I get the opportunity to meet with executives, and<br />

when they ask me these questions, I've tried to be a much better asker of questions. Instead of<br />

responding with what I think they should do, I will say, I don't know the answer to why you may have<br />

a retention problem or how to fix your retention problem, but I will ask you this. Based on the last<br />

employee survey you did, what were the top three things employees were most unhappy about? And<br />

the answer to that question tells me a lot because if the executive team doesn't know the answer to that<br />

question, then it validates what we found, which was lots of surveys are going on, and data is getting<br />

captured, but nobody's doing anything with that data. If they know the answer, I'll say, great, tell me<br />

what the top three biggest pain points are for your employees, and they'll rattle them off. Then I'll say,<br />

What are the things you're doing to overcome them, fix them, adjust them, whatever needs to happen<br />

in order to improve that part of the employee experience, the employee journey, and they'll start to dig<br />

into it.<br />



Then I'll get into the second question, which is when you interviewed the last 50 people who<br />

left you, especially your high performers, what were the top three reasons why they left? That's<br />

usually where I'll catch them. They won't know the answer to that. They just let talent walk out<br />

the door without understanding why they are leaving, and how could we make sure another one<br />

doesn't because of that reason? It could be something silly like you don't reimburse education,<br />

or 'I want to further my education.' Not a lot of money, but a little bit of money. What would<br />

you give me, if anything? And they don't do it. It's a simple fix. Another could be 'I don't see a<br />

career path,' or 'I wasn't trained on this.' It could be very basic things that you could fix quickly.<br />

So I tend to ask those two questions versus just prescriptively giving an answer. It may not<br />

always be the answer the executive wants because they are looking for me to give them the<br />

answer, but they actually have the answer to their own question. I just don't think they're<br />

looking in the right way quite yet.<br />





<br />

<br />








GAF<br />

George Sifakis: What role do you see<br />

innovation playing in advancing<br />

sustainability in the roofing industry and<br />

beyond, and how do you support and<br />

encourage this innovation in your work?<br />

Jeff Terry: It's a really good question,<br />

George, and I love your example<br />

because even with innovation, there are<br />

guardrails and guideposts that need to be<br />

considered. We know we need to cover a<br />

building; we know we need to cover a<br />

home to make it watertight, but<br />

innovation at its core can come to life in<br />

a lot of different ways as it relates to the<br />

built environment. I'll give you a great<br />

example; 39% of atmospheric carbon<br />

comes from the built environment. At its<br />

core, there are two different ways,<br />

whether it's manufacturers or<br />

construction companies, that everybody<br />

who feeds into the built environment has<br />

an opportunity and a role to play in<br />

improving our environmental footprint<br />

and the impact that the performance of<br />

buildings can have on the environment<br />

overall. I think through that lens, there's<br />

a tremendous opportunity for the role at<br />

which the intersection of sustainability<br />

and innovation really comes together.<br />

Jeff: A number of things that we do and<br />

have focused on is how do you reimagine<br />

the material makeup of the products that<br />

can go on top of a building or on top of a<br />

home? We created the first asphaltic<br />

shingle, which you hear asphaltic and you<br />

think that's a non-renewable resource; well,<br />

our goal is to create a circular economy<br />

within the roofing sector, and we've been<br />

the first company to really imagine, invest<br />

in, and figure out how to take the shingles<br />

that come off homes and buildings and turn<br />

those back into shingles to go on the next<br />

roof. That's a technology, that's an<br />

innovation that has taken a tremendous<br />

amount of resources and time to figure out<br />

how to do it because of the chemistry and<br />

the approach to how you take this material<br />

back, how you process this material, and<br />

put it back into a shingle product is very<br />

complicated. But it's also critical, and how<br />

we think about the material health of the<br />

products that we make.<br />



Jeff: Another good example would be to look at some critical issues beyond roofing<br />

material that goes into a landfill, which the circularity focus is intended to help solve.<br />

We're starting to look at issues beyond specifically where we can play as one<br />

individual company. We're looking at issues in urban heat and understanding that there<br />

are a lot of hard surfaces, whether it's on the ground, on roofs, or elsewhere in<br />

communities, especially in urban centers. What happens in those situations is when you<br />

have extremely hot days and extreme heat dynamics, those hard surfaces really absorb<br />

the radiation heat that comes from the sun and keeps the temperature of that<br />

community at a very high level, both during the day when the sun's out and also at<br />

night. We have worked to create new innovations and new technologies that can reduce<br />

the amount of absorption hard surfaces can take on with that radiation heat, whether it's<br />

asphalt on the ground or dark roofs on buildings, and actually increase what's called the<br />

albedo or the reflectivity of those surfaces that disallow that storage of radiation heat<br />

that then stays for longer times during the day and specifically at night, which is when<br />

the implications on public health tend to be so much greater.<br />

We have the research, development, and innovators within this company that are<br />

constantly looking at some of these critical issues. How can we create products that<br />

help to serve communities better while at the same time really helping to address some<br />

of these critical issues that have a real public impact and public health implications<br />

associated with them?<br />


Director of Product Marketing at Microsoft,<br />

Grace Clack, outlines the progress made from<br />

Microsoft's sustainability journey and the<br />

lessons learned to improve in <strong>2023</strong>.<br />

<br />

By utilizing data to understand the impacts of<br />

their initiatives and developing partnerships<br />

with like-minded organizations, Microsoft's<br />

sustainability commitments are generating<br />

impact within communities and creating<br />

competitive advantages.<br />

Grace Clack<br />

Director of Product Marketing<br />

Microsoft<br />

To read Grace's full blog post, click the link below!<br />








KPMG<br />

George Sifakis: How are you ensuring that the data practices align with the company's<br />

broader commitments to sustainability and corporate social responsibility at KPMG?<br />

Anne Gross: We recognize and operate on the principle that data is core to all things<br />

ESG, and I consider ESG to be synonymous with sustainability and corporate<br />

responsibility. With that, data becomes woven into everything we do. We're putting it<br />

top of mind. I've said it a couple of times; we have a business question, we have an<br />

issue, what is the data? What does the data tell us? The data gives us a baseline into what<br />

our greenhouse gas emissions are, how diverse our workforce is, and how our supply<br />

chain operates. That data really then becomes core and essential to how you think about<br />

ESG and your sustainability commitments.<br />

The second part relates to governance and ESG as that valuable asset. Like all of your<br />

financial assets, you protect those, and you have governance over them. You have to<br />

have the same over your data. At KPMG, we have that, and it's certainly something we<br />

model for our clients. We talk to them on a regular basis about how they are thinking<br />

about data as it relates to their operations. It is an incredible asset to have, so how are<br />

you protecting and safeguarding it?<br />







George Sifakis: What are some challenges facing women today<br />

that are often overlooked? We've talked about a few of them,<br />

but what solutions do we have to address some of these?<br />

Dr. Hodzic: So clinically, going back to that caretaker model,<br />

what I've often seen is people wait until they need a much<br />

higher level of care. There are women who come in where it's<br />

gotten to the point that they may need more intensive<br />

outpatient services or even full inpatient care, but then who's<br />

going to be taking care of their children or other family<br />

members? They're not able to actually access those services if<br />

they really need them?<br />

Amy Porfiri<br />

Dr. Hodzic: Now, I think our first-step campaign is going to<br />

help address that. Again, working on that prevention<br />

model. So start early; get connected to someone in a<br />

traditional outpatient setting while it is still manageable.<br />

George: Wow, incredible. Amy?<br />

Dr. Vedrana Hodzic<br />

Amy Porfiri: Agreed, and I think knowing when self-care is<br />

not enough. There's so much online about how to do selfcare,<br />

including yoga, meditation, and such, but really, when<br />

do you need professional help? Taking that step,<br />

recognizing that it's okay, you're not failing at self-care if<br />

you seek professional care. So really giving people the tools<br />

and awareness to know when to take that step is crucial.<br />




George: It's all about the first step, isn't it? When do you take that first step, and why is<br />

it so important?<br />

Dr. Hodzic: Well, it's recognizing in yourself signs and symptoms that you need<br />

additional help, and then how do I get that? The reality is there are multiple places<br />

where you can get it. Most people don't need to see a psychiatrist like myself. There are<br />

a number of primary care providers, such as other mental health providers, or a<br />

physician who has some experience in psychiatry. Talking to them about what you're<br />

experiencing will lead you down the path of how to get connected to the place that you<br />

need.<br />


I D E A G E N ®<br />

G l o b a l I n n o v a t i o n S u m m i t<br />

Streaming Now On <strong>Ideagen</strong><br />

<strong>Ideagen</strong>global.com | Presented <strong>Global</strong>ly by<br />





George Sifakis: How does vital data<br />

prioritize the ethical and responsible use<br />

of AI and data analytics in your solutions?<br />

David Yunger: Well, that's a great<br />

question, George. Bias, privacy, and<br />

ethics concerns make the headlines<br />

every day, and frankly, AI does not have<br />

a great track record in testing.<br />

There's a bad reputation coming out of well-publicized court cases,<br />

congressional reviews, privacy and bias by high-profile US Senate<br />

members, pending lawsuits in the EU and elsewhere, and new laws<br />

that are being created as we speak. We believe that our ethical and<br />

moral standards as a company have to be even higher than the legal<br />

standard. Ai, we believe, does not and should not make decisions that<br />

impact a person's career in a remote proctored environment. We<br />

believe that it's humans that need to be making those decisions. That's<br />

what we call human-centric AI and edge computer vision. We've<br />

proactively trained our AI across a wide range of skin tones, lighting<br />

conditions, and bandwidth, which empowers humans to make better,<br />

more accurate decisions at scale.<br />



David: And finally, George, you know the world is really unpredictable,<br />

and we need a framework that allows us to make decisions in an<br />

ethical and moral way. There's a responsible AI framework that<br />

Microsoft has introduced, which we embrace as a company and put at<br />

the center of everything we do. It's really about how artificial<br />

intelligence systems must treat people fairly, they have to perform<br />

reliably and safely, they need to be secure and respect privacy, and<br />

they have to be inclusive to empower and engage those who are<br />

underserved. It needs to be ultimately understandable and<br />

accountable. So that's how we run our company, and that's how I<br />

always want to run it.<br />


G L O B A L<br />

The Circular Economy<br />

and Partnerships within<br />

the American Chemistry<br />

Council<br />

Craig Cookson<br />

Senior Director, Plastics Sustainability<br />

American Chemistry Council<br />

George Sifakis: George: What is the circular economy, and how is it related to your work<br />

directly at the American Chemistry Council?<br />

Craig Cookson: Yeah, so we think of our economy now, and the opposite of the circular<br />

economy is a linear economy where we take, we make, and then we waste. We cut down<br />

trees, drill for oil and natural gas, mine for minerals and metals, and then make something,<br />

and maybe we're not optimizing our resources and being as efficient as we can along the<br />

way. After we've used those materials, for lack of better words, we dig a hole in the<br />

ground, dump this stuff in, cover it with dirt, and it's a landfill. Then we go back and do<br />

the same thing. So a circular economy is number one, how can we do everything? How<br />

can we better optimize our resources so we're using less energy, conserving water, and<br />

reducing our greenhouse gas emissions? After we've used these products, how do we<br />

recycle and recover them and get them back into our economy instead of wasting them<br />

and taking a new virgin natural resource?<br />

George: That is incredible, and thank you for that because it's important to understand<br />

what that circularity is; what is that circular economy? Taking it a step further, as you're<br />

collaborating with stakeholders from diverse backgrounds and perspectives, how do you<br />

approach this? How do you do that effectively within and outside of the plastics industry?<br />


A C C ' S C I R C U L A R E C O N O M Y A N D<br />

P A R T N E R S H I P S C O N T I N U E D<br />

Craig: I think one of the things I learned when I worked for Governor Mitt Romney was<br />

when I was in his Office of State Relations, a building in Washington, DC, called the<br />

Hall of the States. The Hall of the States represents essentially all 50 governors with the<br />

National Governors Association, so you have an opportunity to work with folks from all<br />

across the country, both Republicans and Democrats, on issues that are important to two<br />

governors. Additionally, Governor Romney was a Republican in a state where all the<br />

federal offices, the senators, and folks in Congress were Democrats. We had to learn<br />

how do we be bipartisan and work on issues that directly impact Massachusetts together,<br />

and I think that an approach we take at the American Chemistry Council is having<br />

bipartisan solutions.<br />

We all want to end plastic waste. We all want to see lower greenhouse gas emissions.<br />

We all want to see using less energy and conserving water, but sometimes we don't<br />

always agree with others. There are different material groups; there's paper, aluminum,<br />

and glass, and oftentimes, these materials compete in the marketplace, but we approach it<br />

honestly and agree on issues where we can and agree to disagree when we can. I think<br />

we approach every issue with that degree of how can we find some areas to agree on, and<br />

I think that's an important part of the success here in Washington.<br />


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With Ernest Dupont, Executive Director,<br />

Workforce Initiatives, CVS Health<br />

George: What advice, Ernie, would you provide to<br />

other companies looking to build a strong, robust,<br />

successful workforce initiatives element in their<br />

company?<br />

Ernest: That's a great question, George, and it's<br />

one I get quite a bit, and it's really the same answer<br />

every time. There's one primary thing that's most<br />

important, and that is thinking through a long-term<br />

lens and not a short-term series of wins. When we<br />

started the workforce initiatives work that we do<br />

today at scale, it began with a persistence around<br />

creating these partnerships and looking for<br />

common ground around mission and purpose with<br />

communities and community organizations. So<br />

often, and in our experience early on, we hit a brick<br />

wall and didn't go any further with a multitude of<br />

different partnerships that we had initiated during<br />

that timeframe. It took a great level of persistence.<br />

It took some foresight about not giving up on<br />

what's important, and that is those individuals that<br />

are underserved and those individuals that perhaps<br />

just by the nature of the zip code they grow up in,<br />

don't have the same resources that we all may have<br />

had as young people. It's critically important that<br />

anybody interested in moving forward with a<br />

program like this that they take a long-term view.<br />

It took us 3 to 5 years to start to hit some of the<br />

outcomes we wanted through the course of our<br />

work, and it is based on the relationships and<br />

common purpose we build. We started small and<br />

weren't looking for big numbers early on. If you<br />

can do that and stay true to the purpose, it's<br />

critically important. Another thing that I would<br />

add, George, is that there are oftentimes things<br />

that become shiny objects along the way that<br />

can pull your attention away from the true heart<br />

of the work we're trying to accomplish. I think<br />

it's critically important to stay focused on what<br />

the work is, and that's helping to transition<br />

people through non-traditional pipelines of<br />

talent to success.<br />

It goes back to our aspirational goals, which are<br />

breaking the cycle of poverty and recognizing<br />

that every individual has potential and the ability<br />

to realize that potential if they're given the right<br />

tools. So if a company is interested in doing<br />

something like this, I'd love to talk with them.<br />

We think the more companies involved in this<br />

work, the better because it's helping<br />

communities robustly across the country.<br />

.<br />

.<br />



F e a t u r i n g J o r d a n M i t c h e l l :<br />

A s s o c i a t e D i r e c t o r , D E I &<br />

E S G , K P M G<br />

&<br />

Z o e T h o m p s o n : U S S o c i a l<br />

S t r a t e g y L e a d , K P M G<br />

J o r d a n M i t c h e l l<br />

Z o e T h o m p s o n<br />

George Sifakis: As we look at the future of DEI and ESG, how do you envision KPMG evolving in<br />

this space?<br />

Zoe Thompson: I'll say it again; it's about business impact where I see evolving. We had such a<br />

reckoning in the United States that obviously spilled out into the rest of the world. When we talked<br />

about where we were with diversity, with inclusion, you had a lot of companies saying, 'I'm not where I<br />

want to be.' For a long time, people thought of these activities as corporate social responsibility. They<br />

thought, Monday through Friday, I do my business, and on Saturday, maybe I'll get together with some<br />

people on my team, and we'll go volunteer. Then, we've done our part to be good corporate citizens.<br />

What happened is that companies said that's not enough. We need to be more involved. We need to<br />

show our impact. We need to really integrate this into our business strategy.<br />

That awareness was fantastic, and I'm really thrilled about that. What you see happening now and<br />

where I see us going is we've started thinking about our business in terms of DEI, now, how do we<br />

actually track accountability? How do we make sure that people in charge have the resources they<br />

need, the authority they need, and the ability to circle back and say, where is the business impact, and<br />

how are we tracking that? I think KPMG and our clients across the board will look at that and say, how<br />

do we make sure this is truly treated like a business imperative, not as a nice to have, not as something<br />

that goes away when budgets get tight, but something that absolutely baked into our business with<br />

those accountabilities. You've got to be able to track, you've got to have the data, and you've got to be<br />

able to hold people accountable to say, Is this working, and if not, how do we fix that? We had the<br />

awareness, we had the desire to do more, and now I think you'll see more accountability, more<br />

tracking, and ever-evolving improvement.<br />

.<br />



CONTINUED...<br />

Jordan Mitchell: And to comment on that as well, George, on the talent side of this, when you<br />

think about the future generations that are entering the workforce now, this is becoming not just a<br />

nice to have, it's becoming a requirement for that talent. They're looking at organizations saying,<br />

what are you doing? Because now more than ever, we see female graduates outpace male<br />

graduates. We see underrepresented talent in every different community graduating at<br />

significantly higher rates than they were ten years ago or even five years ago. That means that we<br />

need to have organizations consider and prioritize the experience of the talent as they come into<br />

the organization.<br />

But what talent really wants to know is not only what you're going to do for me, but what are you<br />

going to do for my community? What are you doing for society? Those are things that, as<br />

organizations, you have to not only show you're doing something but prove it. And that goes<br />

back to what Zoe mentioned. What I get really excited about working with organizations and<br />

clients, is now that you want to do something, now that you're talking about doing something,<br />

let's go do it, and then let's start measuring that. Let's start proving that we're making an impact,<br />

and we're going to continue to prioritize maximizing that impact with the resources available.<br />






<br />



Editor's Note<br />

Dear Friends and Colleagues, We are underway in this new<br />

year with a fresh start in <strong>2023</strong>, and there are numerous positive<br />

trends and advancements to be optimistic about. From<br />

breakthroughs in technology to inspiring advancements in<br />

sustainability, it's an exciting time to be alive. We are seeing<br />

communities come together in new ways with a renewed focus<br />

on changing the world. The world continues to evolve, with ai<br />

and virtual experiences becoming increasingly accessible and<br />

diverse, including the latest from ChatGPT and OpenAI.<br />

As we move forward into the year, it's important to celebrate<br />

these advancements and continue to strive toward a brighter<br />

future. At <strong>Catalyze</strong> <strong>Magazine</strong> by <strong>Ideagen</strong> <strong>Global</strong>, we are<br />

thrilled to be a part of this positive movement and can't wait to<br />

share all the exciting developments with our readers in <strong>2023</strong>!<br />



Editor-in-Chief & CEO<br />

-<strong>Ideagen</strong><br />



Senior Editor <br />


Publication Co-Editor<br />

Pictured Top to Bottom<br />

George Sifakis & Rawle Andrews Jr.<br />

Craig Cookson, ACC<br />

Nasdaq Board Times Square

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