Catalyze June 22

The June 2022 Edition of the Award Winning Catalyze Magazine by Ideagen Global is now available, join the millions of readers who are inspired by the exclusive interviews with global leaders and luminaries from the world's leading companies, ngo's and public sector organizations. Ideagen Global is "Presented Globally by Microsoft" - www.IdeagenGlobal.com

The June 2022 Edition of the Award Winning Catalyze Magazine by Ideagen Global is now available, join the millions of readers who are inspired by the exclusive interviews with global leaders and luminaries from the world's leading companies, ngo's and public sector organizations. Ideagen Global is "Presented Globally by Microsoft" - www.IdeagenGlobal.com


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B Y I D E A G E N <strong>June</strong> 20<strong>22</strong><br />

3<br />

C O M P E T E N C I E S<br />

E V E R Y<br />

E N T R E P E N E U R<br />

N E E D S F O R<br />

S U C C E S S<br />

Featuring<br />

Highlights from<br />

Ideagen's 20<strong>22</strong><br />

Global<br />

Acceleration<br />

Summit Series<br />

<br />

Leading America's<br />

Leaders<br />

Creating Structures to<br />

Promote a Fulfilling and<br />

Dignified Workplace<br />

PLUS<br />

AARP<br />

Presents: The<br />

Purpose Prize<br />

Honorees<br />

Don Alway<br />

Assistant Director, FBI's WMD Directorate


B Y I D E A G E N <strong>June</strong> 20<strong>22</strong><br />

3<br />

C O M P E T E N C I E S<br />

E V E R Y<br />

E N T R E P E N E U R<br />

N E E D S F O R<br />

S U C C E S S<br />

Featuring<br />

Highlights from<br />

Ideagen's 20<strong>22</strong><br />

Global<br />

Acceleration<br />

Summit Series<br />

<br />

Leading America's<br />

Leaders<br />

Creating Structures to<br />

Promote a Fulfilling and<br />

Dignified Workplace<br />

PLUS<br />

AARP<br />

Presents: The<br />

Purpose Prize<br />

Honorees<br />

Jeff Schiefelbein<br />

Chief Culture Officer, 5 Energy Group


B Y I D E A G E N <strong>June</strong> 20<strong>22</strong><br />

3<br />

C O M P E T E N C I E S<br />

E V E R Y<br />

E N T R E P E N E U R<br />

N E E D S F O R<br />

S U C C E S S<br />

Featuring<br />

Highlights from<br />

Ideagen's 20<strong>22</strong><br />

Global<br />

Acceleration<br />

Summit Series<br />

<br />

Leading America's<br />

Leaders<br />

Creating Structures to<br />

Promote a Fulfilling and<br />

Dignified Workplace<br />

PLUS<br />

AARP<br />

Presents: The<br />

Purpose Prize<br />

Honorees<br />

Rebecca White<br />

Director of Entrepreneurship, University of Tampa


B Y I D E A G E N <strong>June</strong> 20<strong>22</strong><br />

3<br />

C O M P E T E N C I E S<br />

E V E R Y<br />

E N T R E P E N E U R<br />

N E E D S F O R<br />

S U C C E S S<br />

Featuring<br />

Highlights from<br />

Ideagen's 20<strong>22</strong><br />

Global<br />

Acceleration<br />

Summit Series<br />

<br />

Leading America's<br />

Leaders<br />

Creating Structures to<br />

Promote a Fulfilling and<br />

Dignified Workplace<br />

PLUS<br />

AARP<br />

Presents: The<br />

Purpose Prize<br />

Honorees<br />

Jim MacLennan<br />

Vice President of Innovation, Hitachi


B Y I D E A G E N <strong>June</strong> 20<strong>22</strong><br />

3<br />

C O M P E T E N C I E S<br />

E V E R Y<br />

E N T R E P E N E U R<br />

N E E D S F O R<br />

S U C C E S S<br />

Featuring<br />

Highlights from<br />

Ideagen's 20<strong>22</strong><br />

Global<br />

Acceleration<br />

Summit Series<br />

<br />

Leading America's<br />

Leaders<br />

Creating Structures to<br />

Promote a Fulfilling and<br />

Dignified Workplace<br />

PLUS<br />

AARP<br />

Presents: The<br />

Purpose Prize<br />

Honorees<br />

Ed Reno<br />

Host of Ideagen's Ed Reno Series


B Y I D E A G E N <strong>June</strong> 20<strong>22</strong><br />

3<br />

C O M P E T E N C I E S<br />

E V E R Y<br />

E N T R E P E N E U R<br />

N E E D S F O R<br />

S U C C E S S<br />

Featuring<br />

Highlights from<br />

Ideagen's 20<strong>22</strong><br />

Global<br />

Acceleration<br />

Summit Series<br />

<br />

Leading America's<br />

Leaders<br />

Creating Structures to<br />

Promote a Fulfilling and<br />

Dignified Workplace<br />

PLUS<br />

AARP<br />

Presents: The<br />

Purpose Prize<br />

Honorees<br />

Liz Fanning<br />

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<br />

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<br />

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<br />

Ed Reno:<br />

As we explore leadership, I assume you work with what I'll<br />

call type A's. They must be, obviously, very mission-driven,<br />

goal-oriented, and high operators. What's your leadership<br />

style around that type of individual? And how do you instill<br />

a sense of purpose and culture when you've got some very<br />

dynamic, strong individuals?<br />

From: Donald Alway, FBI<br />

Assistant Director; Weapons<br />

of Mass Destruction<br />

Don Alway:<br />

It really is a team sport. Leading leaders is probably the best<br />

way to describe it. We have folks that generally have come<br />

from highly accomplished careers and are successful, and<br />

now it's merging that talent and passion into a common<br />

grouping for the shared purpose. My job is to hire the right<br />

people, support them with the right resources and let them<br />

do what they likely already would.<br />

Reno:<br />

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

set for successful agents nowadays?<br />

Alway:<br />

I think having people that want to see their own success<br />

through the success of the organization is key. We rely on<br />

measuring ourselves by some metrics at times, and we're an<br />

organization like many others that relies on showing our<br />

value to Congress for resourcing.<br />



L E A D I N G A M E R I C A ' S L E A D E R S<br />

C O N T I N U E D . . .<br />

Alway:<br />

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

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

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

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

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

There's gonna be sacrifices. There's gonna be hardships. That all comes with what's also a<br />

rewarding experience that can't be measured by dollars.<br />

Reno:<br />

There's a push, I think globally, understandably to further diversify workforces.<br />

Does the bureau have an approach to diversifying its workforce and tapping into the power that<br />

comes from different backgrounds and approaches to things?<br />

Alway:<br />

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

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

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

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

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

sense of diversity in both the work and the people is critical to our success<br />

Watch now


EU Global Summit<br />

July 21, 20<strong>22</strong> @ ACS Athens<br />

Presented Globally by<br />

Microsoft<br />

In Collaboration with:<br />

Ideagen Global "Presented Globally by Microsoft" and in<br />

collaboration with ACS Athens and ALLILON.net and supported by<br />

the American Hellenic Institute is pleased to present the Ideagen EU<br />

Global Summit in Athens, Greece with this global forum for<br />

audiences across the planet.<br />

During this summit, we will highlight the importance of creating a<br />

sustainable future from both a personal perspective and a societal<br />

one through impactful leaders in your community for conversations<br />

broadcast on the Ideagen TV Network, including Ideagen Radio and<br />

<strong>Catalyze</strong> Magazine.<br />



WITH THE<br />



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

C H I E F O F M I S S I O N , G R E E K<br />

E M B A S S Y<br />

George Sifakis:<br />

There's no place for war in the 21st century. We are now in 20<strong>22</strong>. We've made so many strides in<br />

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

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

your take on that on a personal note?<br />

Minister Bizakis:<br />

It's not right, the pictures that we're seeing in 20<strong>22</strong>. We had the Second World War, a devastating<br />

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

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

course, we had the war in the former Yugoslavia and other regions of crisis, the international<br />

community paid every effort to create conditions in order to prevent wars and to promote peace<br />

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

Europe with that devastating effect. This is unacceptable today in 20<strong>22</strong>. Nobody can implement<br />

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

unacceptable. And this is where Greece is aligning with the international community to make<br />

this message even stronger.<br />


Health For A Better World<br />

Dr. Rod<br />

Hochman,<br />

President of<br />





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<br />

Adriana Sifakis:<br />

Recently the United Nations General Assembly resolution made a commitment to eye<br />

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

Ashley Mills:<br />

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

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

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

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

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

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

can see, you can work. If you can see it can combat illiteracy, equity, employability, safety,<br />

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

(Vision Council) of a group called Friends of Vision, a civil society group that supports the<br />

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

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

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

care and solve these problems.<br />

Watch now<br />


20<strong>22</strong> Winners<br />

Purpose Prize<br />

Learn More<br />

Bill Bracken<br />

You live. You learn. You give back.<br />

<br />

No one knows this better than people ages 50<br />

and older, who have spent decades<br />

accumulating a wealth of knowledge that only<br />

life experience can bring. Armed with this<br />

wisdom, they are a powerhouse of innovation<br />

tackling some of the greatest societal<br />

challenges of our time and inspiring others to<br />

do the same.<br />

<br />

The AARP® Purpose Prize® award supports<br />

AARP's mission by honoring extraordinary<br />

people ages 50 and older who tap into the<br />

power of life experience to build a better<br />

future for us all.<br />

<br />

“AARP is honored to celebrate these<br />

extraordinary older adults, who have<br />

dedicated their lives to serving others in<br />

creative and innovative ways,” said AARP CEO<br />

Jo Ann Jenkins. “During these trying times in<br />

our country and globally, we are inspired to<br />

see people use their life experiences to build a<br />

better future for us all.”<br />

Ify Nwabuku<br />

Raymond Jetson<br />

Rita Zimmer<br />

Alan Miller<br />


2021<br />

Purpose<br />

Prize<br />

Fellow<br />

Highlight<br />

Liz Fanning<br />

Founder and Executive<br />

Director,<br />

CorpsAfrica<br />

Support CorpsAfrica<br />

Learn More<br />


Liz Fanning<br />

Founder and Executive Director,<br />

CorpsAfrica<br />

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

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

The Peace Corps sends Americans to African countries, but CorpsAfrica uses talent that is<br />

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

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

more than 300 volunteers have served in four countries — Morocco, Senegal, Malawi and<br />

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

villagers, it transforms the lives and life goals of our volunteers.<br />

The problem I’m trying to solve<br />

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

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

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

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

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

their biggest needs and connecting them to organizations with the resources to help. Our wideranging<br />

projects include wells, irrigation (including a recent, innovative solar-powered system),<br />

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

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

our volunteers were perfectly positioned to educate residents on the best ways to protect<br />

themselves.<br />






B Y : B A R B Q U A I N T A N C E , V I C E<br />

P R E S I D E N T A A R P ,<br />

E N T E R P R I S E A W A R D S<br />

A N D L I Z F A N N I N G , F O U N D E R<br />

& E X E C U T I V E D I R E C T O R A T<br />

C O R P S A F R I C A<br />

Liz Fanning:<br />

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

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

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

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

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

sort of a structure to the facilitation process and problem-solving tools to help the<br />

local people identify their highest priority development needs and to come up with a<br />

project to address that need. The volunteers help the communities implement that<br />

project by connecting them to resources. I think the most important lesson our<br />

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

the savior themselves. They are not going to change the world themselves. These<br />

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

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

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

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

locals. Local people, helping local people rather than the outside saviors coming in,<br />

being the ones with all the answers and all the funding. We're also committed to<br />

creating a culture of philanthropy in Africa. So that development efforts are also locally<br />

owned and locally led.



CONTINUED...<br />

Barb Quaintance:<br />

What advice would you give to people who, not necessarily people who want to do<br />

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

they want to begin their own work?<br />

Liz Fanning:<br />

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

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

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

thing, which just brings on so much additional headache, I guess, and bureaucracy.<br />

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

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

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

ingredient.<br />

Purpose Prize<br />



THE 3<br />



NEED TO BE<br />




My book is really about what an entrepreneur or an entrepreneurship graduate from a<br />

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

understanding what that means because it really goes beyond starting a business. This<br />

entrepreneurial mindset, because like many others, I've applied this in organizations as<br />

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

this book and the title of this book. And in the world of skill based development and<br />

education, we have something we call competencies, and we focus on being able to<br />

measure whether or not someone has developed certain competencies. So I became<br />

interested in the idea of applying competencies to entrepreneurship. This has been<br />

about a 10 year research project that started with a long list of competencies which<br />

we were able to secure from research with hundreds of entrepreneurs. Over time we<br />

were able to call that down to three competencies that successful all successful<br />

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





One of the more creative and challenging things about writing a book is coming up<br />

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

interesting story because the way that I teach entrepreneurship and the way that I<br />

teach opportunity recognition includes this idea that we have to gather a lot of<br />

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

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

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

research, spent a lot of time trying to figure out how to share these three<br />

competencies in a very simple way with a very large audience. I gave my brain the<br />

opportunity to process what I was learning while I was out running and came up with<br />

this idea of See, Do, and Repeat. See refers to the ability to recognize, identify and<br />

recognize opportunities to see the world through an opportunity lens. Do refers to the<br />

willingness to take action because entrepreneurship doesn't happen without that.<br />

And repeat refers to the fact that virtually every entrepreneurial journey is going to<br />

have a wide variety of challenges along the way. And so successful entrepreneurs are<br />

able to execute past failure, which means again, that persistence and that willingness<br />

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

out of all of that.<br />





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 ,<br />

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<br />

MacLennan:<br />

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

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

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

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

conversation is to have a really simple framework - a simple way to define what it means<br />

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

expect: systems and processes designed to automate internal operations, bring you closer<br />

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

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

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

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

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

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

great digital business - is your team.<br />

The people inside of your organization connect with your customers and manufacture and<br />

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

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

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

easier to keep control of things and understand who's gonna take ownership and how<br />

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

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

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

innovation and innovation's a buzzword, but really innovation was the key. Innovation was<br />

the key to finding ways to apply digital technology for companies to be able to react<br />

better and become resilient and understand how to deal with this big change of what<br />

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

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

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

engineer innovation inside of an organization. It's really five simple components.<br />






CONTINUED...<br />

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

talking about the ability to collaborate, but you gotta invest in some tools, some<br />

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

solve the problem. The next two pieces you have to have are creativity and curiosity.<br />

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

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

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

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

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

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

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

you have to focus on the results.<br />

Innovation is not taking months and months and months to play around with<br />

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

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

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

put that kind of structure and put those kinds of cultural changes inside of an<br />

organization, then any company can be innovative.<br />

Sustainability seems to be the next thing that everybody wants to talk about. But<br />

again, just like with digital transformation and digital business, people were having a<br />

very tough time understanding what sustainability meant and how to apply it to their<br />

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

The five-component framework for a digital business allows me to take ideas and<br />

apply them and figure out how they make sense inside of my organization.<br />


CONTINUED...<br />

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

right things and get the right people aligned. Well, the same thing can happen with<br />

sustainability. With sustainability, I'm just extending the model for three simple ideas.<br />

The first one would be environmental. All things about understanding the raw materials<br />

and the impact that your operations have on the environment, the raw inputs that<br />

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

it's going back out.<br />

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

techniques to understand the overall cost of operations and optimizing the cost of<br />

operations for your business. This is usually where all the ESG conversations go about<br />

reporting requirements, smart cities, and things like that. And finally, community.<br />

Community is a really important piece of this sustainability conversation because what's<br />

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

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

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

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

purpose-driven organization. And so now when I understand all these different topics<br />

that are considered sustainability, now I can actually apply them to my framework and<br />

understand how they fit in my understanding of my organization. And a lot of<br />

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

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

this is, first, to find a really simple framework because everybody makes things too<br />

difficult. There are simple frameworks that you can use to understand your business,<br />

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

of innovation and resilience that's going to reduce the impact and let you live to<br />

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

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

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

and your organization can live to see tomorrow; Sustainability is a proactive way to<br />

make sure that your company can live forever.<br />






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<br />

O F P R O G R A M S A T T H E I O N &<br />

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<br />

F O R 5 E N E R G Y<br />

Galib:<br />

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

Schiefelbein:<br />

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

between launching nonprofits and for-profits, helping religious organizations, and<br />

helping corporate organizations, I've realized these fundamental truths about human<br />

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

about what gives somebody fulfillment, where work becomes dignified, and how as<br />

leaders, we can create structures and environments that not just promote that but<br />

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

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

bubble up about stakeholder capitalism, about conscious capitalism, and they all kind<br />

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

exist for a higher purpose and not just for the shareholder or better said for<br />

shareholder value. We got crushed because of 50 years of bad rhetoric in the world<br />

because of the 1960s business model of everything about the corporation should be<br />

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




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

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

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

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

purpose, and then you start to dig into the stakeholder model, everybody your company<br />

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

impacted either positively, maybe in a neutral way or negatively by the decisions you<br />

make, the supply chain decisions, the compensation decisions, the policies that you<br />

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

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

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

mutuality where we're all going to be better.<br />

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

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

employees.’ So at Five, at this energy company, our stakeholders include our employees,<br />

our clients, our vendors, our suppliers, the community, and the environment. Then we<br />

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

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

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

compliments is when someone comes home from working here for their first month, and<br />

their spouse or their kids or their parents say you are a better, happier, more productive,<br />

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

being coached or challenged or held to account that is causing you to be nurtured and<br />

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

huge part of this, and it shows up everywhere in our organization and in all these<br />

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

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

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

the long term health of your company.<br />


IDEAGEN®<br />

Washington Roundtable<br />

Ideagen's Washington Roundtable brings together high-level<br />

individuals and organizations to discuss some of the world’s most<br />

vexing issues through the lens of sustainability to examine how<br />

proper leadership can help us better enact global change. We<br />

focus on leadership and policy, targeted towards decision markers<br />

in Washington DC.<br />

Streaming July 21, 20<strong>22</strong><br />

Ideagenglobal.com | Presented Globally by<br />





A N I N T E R V I E W W I T H P A T R I C K<br />

T H E R O S : F O R M E R U S<br />

A M B A S S A D O R T O Q A T A R<br />

Patrick Theros:<br />

I don't think we could further the Sustainable Development Goals simply by working<br />

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

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

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

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

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

these countries is a commitment to popular participation in government. Maybe you<br />

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

people at heart because their people are the ones who decide who rules them So then<br />

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

working on advancing the goals. In some cases, some countries are better at advancing<br />

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

countries take the lead on some things. The United States being the United States is<br />

obviously gonna bear a larger burden than almost any other country in that coalition,<br />

but you can't do it by yourself.<br />

George Sifakis:<br />

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

involved in so many different negotiations and dialogues with other nations and<br />

leaders across the planet. What do you believe is the most important quality to ensure<br />

peaceful, mutually beneficial partnerships amongst nations?<br />





CONTINUED...<br />

Patrick Theros:<br />

A single important quality is the ability to understand the other nation from its own<br />

point of view. What are its interests? What is its historical background? What are its<br />

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

complete embargo on Russian oil and later on Russian gas, which is fine in principle,<br />

but it affects different countries in different ways. So before you can impose such an<br />

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

the least that thought up this idea because they're suffering the least has to make<br />

some real sacrifices to help the country that's suffering the most.<br />

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

The Czech pipeline system isn't connected to any other pipeline except pipelines<br />

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

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

difficult unless the countries that suffer least make the sacrifices to help the countries<br />

that suffer more.

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

10 global leaders who are Changing the World in 20<strong>22</strong><br />

Mark Fitzgerald<br />

KPMG<br />

Barb Quaintance<br />

AARP<br />

Steve Israel<br />

Michael Best<br />

Strategies<br />

Dr. Sidhant Gupta<br />

Microsoft<br />

Tomas Thyblad<br />

Nasdaq<br />

Microsoft<br />

Ashley Haynes-Gaspar<br />

Peggy Pelonis<br />

ACS Athens<br />

Jake Herway<br />

Gallup<br />

BJ Moore<br />

Providence<br />

Nick Larigakis<br />

American Hellenic<br />

Institute<br />


Editor's Note<br />

Dear Ideagen Global Friends and Colleagues,<br />

We are just about mid-year in 20<strong>22</strong> and Ideagen Global, Presented<br />

Globally by Microsoft, continues to maximize our efforts with a<br />

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

world's leading companies, NGO's, and the public sector to address the<br />

world's most vexing issues. In 2021, Ideagen TV content reached over<br />

100 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 />

20<strong>22</strong> is already promising to be an #EPIC year with upcoming<br />

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

New York and many other global destinations! Join the movement at<br />

IdeagenGlobal.com for all of the latest updates.<br />

Sincerely,<br />



Editor-in-Chief & CEO<br />

Ideagen<br />

CATALYZE MAGAZINE | <strong>22</strong><br />


Lead Publication Editor<br />


Co-Editor and Chief of Staff<br />


Co-Editor and Senior Fellow<br />

Pictured Top to Bottom<br />

76th session of the UN<br />

UN New York<br />

MIchael Best's Rep. Steve Israel<br />

Top Left: BJ Moore at HIMMS Conference

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