Ideagen Global - Catalyze Magazine - April 2023

B Y I D E A G E N 

CATALYZE. 

April 2023 

Spring 

2023 

Edition 

PLUS 

Ideagen's Future 

Global Leaders 

Academy 

Kim Smith 

Global Director 

Amazon


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Spring 


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Academy 

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Academy 

Chetna Singh 

Head of Global Total Rewards 

SAP


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Spring 


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Academy 

Peggy Pelonis 

President 

ACS Athens School


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Spring 


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Academy 

Angelos Pangratis 

Founder & President 

ALLILONnet


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Spring 


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Academy 

Esteban Olivares 

Head of Academics & New 

University Partnerships 

Summer Discovery


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Spring 


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Academy 

Gautam Mukunda 

Author, Research Fellow 

Harvard Kennedy 

School of Government


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Spring 


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Academy 

Sergio Fernandez de Cordova 

Executive Chairman 

PVBLIC Foundation


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Spring 


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Academy 

Dave Grimaldi 

Executive VP, Government Relations 

The Blockchain Association

K I M S M I T H , 

G L O B A L D I R E C T O R 

A M A Z O N 

George Sifakis: What do you believe is the 

key to a successful team?. 

Kim Smith: Well, I think there are a few things. One, trust is the most 

critical. Having trust among the individuals working toward a common goal 

is so important, and that trust comes in many ways. The two most critical 

forms are, 'Can I trust you to bring out the best of what I need to be so that we 

can work together and get the compound interest of much more than what we 

would have achieved if it was just us individually?' Then 'can I trust myself to 

be able to show up as authentically, open, and as trusting as you need me to 

be so that, again, our compound value is much better than it would have been 

if we were separate? 

First and foremost, part of being authentic with myself and the teams that I've 

worked with in the past is being very upfront about what success looks like 

but allowing openness and giving people the roots and the wings to be able to 

choose the path to get to that way of success. It's having perspective and 

respect. It's a healthy respect for diversity of thought, neurological diversity, 

diversity of leadership, diversity of style, and diversity of experience. All 

those things matter, and being open enough to accept everything that 

someone can bring to the table so they can be their best selves, even if it's not 

something you completely understand or maybe even agree with, is pivotal. 

CATALYZE MAGAZINE | 1

CATALYZE MAGAZINE | 2 

K I M S M I T H C O N T I N U E D 

Kim: The second component I think is important, and it's not so much about 

teaching the teams how to do this; rather, it's about embracing the ability to accept 

rejection. The way I look at it is rejection is protection. If you're getting rejected in 

any way, shape, or form by a leader, by another member, by maybe someone who is 

not receiving what it is you have to offer and the way you have to offer it, it's an 

opportunity to take pause and say, is this individual or the situation or the scenario 

going to be the optimal one for the experience that I'm trying to drive? What's most 

critical about that is if you look at rejection in any way, shape, or form as an 

opportunity for you to be protected from what is coming at you; by absorbing that 

rejection and saying, 'this particular product or deliverable didn't meet expectations, 

why is that?' That's not a personal attack, but maybe I didn't bring my best self, or 

what can I learn so I improve upon where I'm going from here? It's protection from 

ultimate failure. It's protection to help you get to the point of success. 

All feedback is truly a gift and an opportunity to improve. But sometimes we can 

look at rejection if there's too much of it or if we are feeling overwhelmed by it as a 

sense of failure. It's difficult to bring our best selves to the table when there's a sense 

of too much rejection. You're taking in too much, or you're overstimulated by it for 

some reason. And what I've learned from that is no, no, no, when you are in a 

situation where the outcome isn't what you anticipated or isn't what was expected, 

whether it's losing a job or losing a team member, or losing a project or losing a 

customer, step back and understand that that experience is protecting you from 

larger failure points and giving you the opportunity to improve and truly bring the 

best of who you can be to the table.

I D E A G E N G L O B A L 

P R E S E N T S 


GLOBAL 

ACCELERATION 

SUMMIT 

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DEFINING FAIR PAY AT SAP 

CHETNA SINGH: HEAD OF GLOBAL 

TOTAL REWARDS 

SAP 

George Sifakis: Could you kindly describe to the 

millions of people watching this interview what fair pay 

is and why it has been implemented at SAP? 

Chetna Singh: Absolutely! Thank you, George, for bringing such an important topic to our 

discussion. So let me start with fair pay, how you visualize it, and how you make it work. I will 

give you a very simple way of visualizing it. Imagine two stacks. The first stack is the foundational 

stack, which is about setting up objective and transparent compensation systems regardless of age, 

gender, ethnicity, culture, sexual orientation, identity, or work-life situation. That's the first layer. 

The second layer is all about aligning reward outcomes to individual impact and contribution. 

When you combine this together, that's fair pay. Fair pay is not about paying everybody the same, 

and many times I think that's how people get a little confused, but if you imagine these two layers, 

that's how we make it work in SAP. That's fair pay. 

Why has it been implemented in SAP? It's super simple. It creates a culture of inclusion and equity, 

it's how your customers or investors make their decisions, and it's also all about making us an 

employer of choice for our employees and external talent. It's all about what an organization stands 

for, and to me, if the foundation is weak, you can't build a stronger house. This is why it's so 

crucial for us at SAP. 


CHETNA SINGH CONTINUED... 

George: And so, what criteria is taken into account when developing the fair pay system? 

Chetna: Sure. So let me talk in two dimensions, the qualitative dimension and the quantitative 

dimension. Qualitative is all about 'what do you want to stand for?' Is it about your culture of 

inclusion, equity, and performance? Do you want to give your employees an equal opportunity 

employer experience where their compensation experience in your organization is fair, 

transparent, and objective? Have they been equipped with the right tools for performance? How 

are the leaders doing their job? What are your organization's philosophies? How do you make it 

work on the ground? That's qualitative. The quantitative part is setting up a statistical system 

where you could do a regression analysis and identify people who go beyond the acceptable 

range of base compensation. If you combine these two together, those make the criteria for 

running a fair system in an organization. 


THE SPECIFIC TYPES OF LEADERS 

DEVELOPED AT ACS 

PEGGY PELONIS 

PRESIDENT 

ACS ATHENS SCHOOL 

George Sifakis: Could you describe 

the specific type of leader you're 

looking to develop at ACS Athens? 

Peggy Pelonis: Yes, We think it's 

really important for somebody to 

observe and listen; and to really 

understand their environment. It's 

so easy to jump in and say, I 

know how to do things, I've done 

this, I've had experience, or I've 

done it in another situation, and I 

know how to do it. I'm not 

particularly a person who 

micromanages; I don't like to. I 

like to empower people to 

develop their own leadership 

style, and it's the same thing for 

students. We want to provide 

guidance, but at the same time, 

the most important thing is the 

kind of mindset that they're 

working from. How are students 

thinking about the world? How 

are they thinking about another 

human being? 

Peggy: The process of doing this 

actually develops the solution and 

then gives them the opportunity to 

say, 'Now that I have this solution, 

it's not only a question of telling 

people what to do, but how do I 

bring a team of people to work with 

me together?' So kids will actually 

take that initiative to say, 'Okay, I 

have this idea,' and then the next 

question is, 'Great, what do you 

need to make it happen, and how 

can I support that?' How are you 

going to get a team together to help 

you move forward with this? How 

are you going to inspire other 

people around you to come together 

so they can move with you and 

make this much more powerful and 

impactful? 


PEGGY PELONIS CONTINUED... 

George: Incredible perspective, Peggy. As we look at leadership, could you 

kindly describe your specific leadership style? 

Peggy: Initially, I don't necessarily jump in. I like to take a lot of time to 

watch, observe, listen, and understand. Understand people's different 

learning styles, their different styles of being, and understand what makes 

people tick. What motivates them, what inspires them, what blocks them? 

Of course, this all comes with my psychology background, and initially, this 

takes some time, but once I get a sense of what's going on, then it's a 

question of how do I get everybody to work together here? I will talk about 

my vision. I will talk about where we want to go. I get feedback to see 

where everybody is and how we are going to get there. 

This is where we want to go. This is how I want you to think about this, but 

then in your specific area, what is your action plan to make this a reality? 

What is your goal in your specific area that aligns with my vision, and how 

are we going to move together in that direction? Then I watch and see. Are 

we moving in that direction in every area? In some areas, it's faster, and in 

some, it's slower, but I'll always go back and give feedback to people and 

say, I noticed this, and you did this really, really well. Here's an area I want 

you to think about, and that has to be frequent, and it has to be really clear 

because then people walk away knowing what they need to do to change 

something or what they need to continue to do, and at the same time reflect 

on how is all of this taking us closer to the goal. That's the kind of 

leadership style I have, and it helps me understand where people are coming 

from first. 


Director of Product Marketing at Microsoft, 

Grace Clack, outlines the progress made from 

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lessons learned to improve in 2023. 

 

By utilizing data to understand the impacts of 

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Grace Clack 

Director of Product Marketing 

Microsoft 

To read Grace's full blog post, click the link below! 


THE MISSION OF 

ALLILONNET 

ANGELOS PANGRATIS 

FORMER EU AMBASSADOR TO THE WORLD TRADE 

ORGANIZATION & FORMER CHARGÉ D’AFFAIRES 

OF THE EU IN THE USA, PRESIDENT OF ALLILONNET 

George Sifakis: Ambassador Pangratis, could you tell us about the incredible work you're doing 

at ALLILON, why it was created, and perhaps most importantly, what is its core mission? 

Angelos Pangratis: Yes, George, of course. First, in order to understand what ALLILON is, it is 

important to understand the initial motivation that guided us in its creation. ALLILON was 

created by a group of Greeks several years ago in the US, and our aim and ambition at that time 

was to contribute to helping Greece emerge from its long-lasting crisis and to see Greece and 

Hellenism strengthened and on the path of progress and growth. In order to understand its core 

mission, it is also crucial to understand the three main goals of the ALLILON network, which are 

the following: First, the individual support to our members, especially to our youth in their 

professional endeavors. From postgraduate studies to professional insertion to career 

development and business initiatives, ALLILON is here to accompany the efforts of our 

individual members. It's important to understand that the youth are among the core victims during 

these many years of economic crisis. They suffered the greatest costs from this crisis because of 

the absence of development and the reduction of professional opportunities that an economy in 

difficulty offers to them. We talk about the many things that the crisis impacted in Greece, but I 

would argue that the biggest loss and most significant cost of the crisis was the lack of sufficient 

development potential of our youth because of the difficulties they face in the job market. So our 

main objective is to help our younger members deal with these challenges and to develop their 

professional prospects. 


THE MISSION OF 

ALLILONNET CONTINUED 

Angelos: The second goal is to build a spirit of solidarity and mutual support among our 

members and the organizations we are cooperating with. I will explain later how we 

cooperate and with what kind of organizations in the wider Greek society. 

The third objective is to prepare. Prepare and adapt at an individual level or group level with 

the organizations we are cooperating with, and to the extent possible, at the level of the whole 

Greek society and the entire Hellenism; adapt to the quickly changing world. 


IDEAGEN & SUMMER DISCOVERY'S FUTURE 

GLOBAL LEADERS ACADEMY 

FEATURING HEAD OF ACADEMICS & NEW UNIVERSITY PARTNERSHIPS AT SUMMER 

DISCOVERY. ESTEBAN OLIVARES, & DIRECTOR OF GLOBAL EDUCATION PROJECTS & 

PARTNERSHIPS AT UNESCO CENTER FOR PEACE, ROSIE CHAWLA 

George Sifakis: We're so excited to announce The 

Future Global Leaders program with Summer 

Discovery at Barnard College at Columbia University. 

Esteban Olivares with Summer Discovery and our very 

own instructor for the program, Rosie Chawla from 

UNESCO Center for Peace, are here with us. I'd like to 

ask you a few questions related to the course, so Rosie, 

what kind of speakers can we expect to see students 

engage with at this incredible future global leaders 

course? 

Rosie Chawla 

Esteban Olivares 

Rosie Chawla: Well, Ideagen is amazing because, as 

you know, we work with you on the course. Last 

year, students went to the UN building, and we 

spoke to what I like to call a really specialized expert 

on Micro-economies in Latin America, as well as 

other speakers that I arranged for students to get a 

different glimpse of what working on SDGs looks 

like. This year I hope to get the same mixture. I hope 

to get somebody at an in-depth level that works on a 

UN level or at a World Bank level. Combining those 

that we don't really know and hear about gives 

students the real picture and not a Hollywood view 

of what it's like to work on the SDGs. 


FUTURE GLOBAL LEADERS COURSE 

CONTINUED... 

George: Let me ask both of you, what types of students can we expect to see 

in these programs? Where are they coming from? 

Esteban Olivares: Well, students are coming from everywhere. Usually, 40% 

of students in Summer Discovery are international students, which is 

amazing. Although, when we've had programs in New York City like last 

year, we had a lot of local students and a lot of commuters coming in, but we 

have students from everywhere, every single state in the country. We also 

work with organizations to ensure that we're bringing in students from all 

different backgrounds to take a seat at the table and be part of the learning 

that happens. Most specifically, there's a student who's going to read that 

course description and understand that this is about the UN SDGs and 

taking ownership of solving the SDGs. This is the type of student who 

understands they're going to inherit this responsibility to build the solutions 

to be part of that framework. I can be a lawyer, I can be a doctor, I can be a 

teacher, but I have a responsibility. So there's going to be those students who 

want to come and do it and to be amongst other students who are thinking 

about this, who are living and breathing this throughout the year, who are 

already building awareness about the UN SDGs. Maybe you're the only one 

in your neighborhood or the only one in your school, or the only one in your 

family who's really talking about this. You're constantly bringing this up to 

be around other students who are all excited about it. To have that 

community of people for the first time is an amazing experience. That's the 

type of student who's going to come and thrive in that course. 

George: And how can this be beneficial for college candidacy 


FUTURE GLOBAL LEADERS COURSE 

PART 3 

Esteban: I think it's how the students are going to talk about the experience, 

how the experience transforms them, and why they chose to take on this 

opportunity when they could have done multiple other things throughout the 

summer. They chose this course, and I think how they speak about the topic 

they chose with their group and how they speak on the ideas of what they 

learned through group work. Maybe they didn't get along with everybody, 

but coming to a solution and a consensus is important. Even learning how to 

do laundry for the first time on your own or budgeting your own money is 

new. 

George: So it's college Preparatory, 

Esteban: It's college prep, 

George: Well, thank you, and The Future Global Leaders course will be 

coming to New York City, Barnard College, Columbia University. I'm here 

with Esteban Olivares from Summer Discovery, and Rosie Chawla, 

UNESCO Center for Peace, the incredible instructor at the Ideagen Future 

Global Leaders Course. You can find out more information at 

SummerDiscovery.com and at Ideagenglobal.com. 


Join Ideagen and Summer Discovery July 23 to 

August 4th for the Future Global Leaders 

Academy! 

Future Global Leaders Academy 

Presented by Ideagen® 

Hosted at Barnard, Columbia University in New York City, The 

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Visit the Summer Discovery course page below to learn more 


THE IMPORTANCE OF A 

LEARNING & INCLUSIVE MINDSET 

WITH AUTHOR GAUTAM MUKUNDA 

George Sifakis: What are some interesting 

mindsets of leaders and leadership you've 

encountered through your interviews 

with a myriad of leaders? 

Gautam Makunda: The mindset more than 

any other, and we talked about this earlier, 

but it's worth emphasizing, is this idea of a 

learning and inclusive mindset, and 

inclusive means that in the broadest sense 

of the word. 

Gautam: My friend and colleague Amy Edmondson, one of the greatest 

organizational behavior scholars who's ever lived, is the person who 

discovered what we call psychological safety. She looked at teams in a 

wide variety of environments and found that the strongest predictor of 

team success was psychological safety, better than the individual 

capability of the team and better than the resources of the team. It's 

essentially the sense that the people on the team felt that if they spoke 

up in a way that differed from the beliefs and preferences of the other 

members of the team, particularly the leader, they would not be 

punished. I want to emphasize that this is the strongest predictor of 

team success. Do people on the team feel psychological safety? Given 

that, the thing that I see in most successful leaders is someone who 

creates psychological safety by making it clear that they want to hear 

from people about their differences in opinion and perspectives. 


GAUTAM MUKUNDA CONTINUED 

Gautam: I'll give you an example of that from the private sector. My 

pick for probably the best American CEO of his generation is Alan 

Mulally. He had an incredible career at Boeing, then rescued and 

turned Ford around so successfully that it was the only one of the big 

three that did not get bailed out in 2008. Alan had systems for how he 

led organizations, but his key was the idea that he got his top people in 

a room together on a regular basis, from daily to weekly, and the goal 

was for every person there to surface all of the problems that they had 

honestly and openly so that the other people on the team could 

contribute. Alan will tell you the story about how he knew he was 

starting to succeed at Ford when the third or fourth time he went 

around in a meeting, one of his people finally admitted that his division 

had a big problem. Up until that moment in time, everybody had been 

saying everything was great. Every one of our divisions is doing 

perfectly, and we have no issues. But Alan said, if everything is going 

perfectly, how come we're going bankrupt? That seems like a 

contradiction. Finally, one of his people says, 'I have this really big issue.' 

The way the story is told, that guy looked at the doors expecting 

security to come in and haul him out of the room to be fired because 

he had admitted a problem with the CEO. Instead, Alan said, 'Okay, 

let's all work together to solve it,' and turns out they could. He always 

highlighted this as a pivotal moment in the transformation of the 

organization, and it's one we should highlight. There are many 

different ways to lead, and every person has their own style, but 

successful leaders, the best leaders are the ones who can ensure 

everyone in the organization is willing to speak to them. 


THE IMPORTANCE OF 

DATA TO ACHIEVE THE 

SDGS 

SERGIO DE CORDOVA, EXECUTIVE CHAIRMAN 

& FOUNDER, PVBLIC FOUNDATION 

George Sifakis: What are some of the 

current programs and, specifically, 

some key areas that you're looking to 

impact, change, and affect? 

Sergio Fernandez de Cordova : As I mentioned before, we have a collection 

of different initiatives and programs. To me, one of the most important ones 

is around data. The focus is on data for economic development and policydriven 

engagement to look at and understand what climate means, for 

example. What does climate mean to me in Sri Lanka? What does climate 

mean to me in Lithuania? What does climate mean to me in Australia? A lot 

of this off in the world of impact and advancing and looking at how we are 

advancing the Sustainable Development Goals, we have to focus on 

information and data as we're going into the midterms. 

As they say in the UN, this September is the halfway mark of the Sustainable 

Development Goals, and a lot of what we've been focused on since the idea 

of the Sustainable Development Goals was ratified in September 2015, from 

our perspective, has always been around the data. The media tells the story, 

and technology allows us to bring that information out, but gathering and 

focusing on the data is crucial. Additionally, getting governments and 

agencies to share that information has been a priority over the last seven 

years. We will continue to drive that and help educate governments on how 

they can understand that data, not from a commercial intent, but from a 

human rights perspective, from a human economic driven perspective, how 

to make their regions, their countries, their communities smarter, stronger, 

better, more impactful, and more effective. 


SERGIO CONTINUED... 

George: I love the way you described that. The midterms for the global 

goals are certainly striking in terms of having been ratified by all 193 

member states in September 2015, as you mentioned. And here we are 

literally at the midway point, seven and a half years from that time 

before we launch into my next question, how do you feel about the 

achievement of those goals? Are you optimistic? 

Sergio: Achievement is a strong word. I think we're advancing the 

conversations, and there's not one shoe, you know, that fits all. There's 

not one size. I think what's happening is it's there are a lot of different 

ways. We have the private sector, NGOs, intergovernmental 

organizations, national leadership, and subnational leadership. I think 

we're at that point where I would dare say with great excitement that 

everybody is aware there's a way to do better. Everybody's aware that 

there's a framework, a mechanism. I look at the SDGs as a framework 

to advance universal connectivity for all. There is a roadmap that you 

could follow; you don't have to reinvent the wheel, and some folks are 

doing it. If you want to work and focus on education, or you want to 

focus on gender equality, or you want to focus on empowering women 

or reducing violence against women, some mechanisms exist, and now 

there are ways that one can engage. A lot of what we try to do is make 

sure that people know that these things exist. Right now, I feel like 

we've done the awareness and education needed. We've engaged, and 

now we need to start to activate more folks, and that includes the 

private sector, so they are aware of how to do better. 


G L O B A L 

Sustainability and 

Innovation on The 

Blockchain 

Dave Grimaldi 

Executive VP, Government Relations 

The Blockchain Association 

George Sifakis: Sustainability is ubiquitous. Everybody talks about sustainability. 

How can blockchain help with that? 

Dave Grimaldi: That's a good question. We're telling the story about the future of 

payments and digital token creation, which is done by crypto mining. It's an energyintensive 

thing to create a token and have it run along the blockchain and be verified. 

One of the things that we're doing is explaining to members of Congress, especially 

more progressive ones, how we're partnering with local power grids, the Department 

of Energy, and the EPA, to work on how that sustainability plays a role in a 2023 and 

going forward, as this is something that's top of mind, especially for Democrats. That 

again has led to some uneasy learning moments with members of the House and 

Senate who are doubtful that we are mindful of sustainability, climate and energy, 

and environmental concerns. If you look at our flanks in terms of where our priorities 

are and the things we really want to explain right so that we get off on the right foot, 

that's one of them. 

George: Exactly, and as you're looking at regulation and oversight, how do you 

juxtapose innovation with all of this? How do you balance the two? 


S U S T A I N A B I L I T Y A N D I N N O V A T I O N O N 

T H E B L O C K C H A I N C O N T I N U E D 

Dave: It's difficult because for companies in the new spaces to get off the ground, they 

need room to run. I opened and helped run the DC office for Pandora streaming, and 

Pandora wanted the same kind of room to run while they developed their music 

algorithm that helped them pick the next song by getting to know your musical tastes. 

The one thing that they wanted was just room to do that with intellectual property laws 

and digital transmission laws. So any company or industry is basically saying to DC, 

give us a little more room here. We'll stay inside the lines of existing laws, but let us get 

off the ground. It's the same for Google and the same for Microsoft. Explaining that 

innovation, though, is tricky. 

When members of Congress are presented with a meeting on blockchain and crypto 

issues, they'll say to their staff, is this a meeting on financial things or technology? Is it 

somewhere in the middle? That's where we are. We are right in the middle, and it's 

difficult for them to grasp right away, especially when you get into web3 issues and 

when your money is on a blockchain, you own it, but there is no centralized entity that 

controls it. It's a decentralized kind of ownership economy ecosystem. It's a difficult 

explanation for some of them to get. But we go slowly. And when you have a 30-minute 

meeting at the Securities and Exchange Commission or in the House of the Senate, you 

have to find that road to figure out what resonates. 


I D E A G E N ® 

G l o b a l I n n o v a t i o n S u m m i t 

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Editor's Note 

Dear Friends and Colleagues, We are underway in this new 

year with a fresh start in 2023, and there are numerous positive 

trends and advancements to be optimistic about. From 

breakthroughs in technology to inspiring advancements in 

sustainability, it's an exciting time to be alive. We are seeing 

communities come together in new ways with a renewed focus 

on changing the world. The world continues to evolve, with ai 

and virtual experiences becoming increasingly accessible and 

diverse, including the latest from ChatGPT and OpenAI. 

As we move forward into the year, it's important to celebrate 

these advancements and continue to strive toward a brighter 

future. At Catalyze Magazine by Ideagen Global, we are 

thrilled to be a part of this positive movement and can't wait to 

share all the exciting developments with our readers in 2023! 

GEORGE SIFAKIS 

GEORGE SIFAKIS 

Editor-in-Chief & CEO 

-Ideagen 

CATALYZE MAGAZINE | 22 

DANIEL KERNS 

Senior Editor 

ALEXA SIFAKIS 

Publication Co-Editor 

Pictured Top to Bottom 

George Sifakis & Rawle Andrews Jr. 

Craig Cookson, ACC 

Nasdaq Board Times Square

Ideagen Global - Catalyze Magazine - April 2023

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