Catalyze December

C A T A L Y Z E .

The Art of

Clear

Thinking

Ways to innovate in the face of

high pressure situations from

Deepak Chopra

INSIDE

IDEAGEN'S

GLOBAL

GOALS

SUMMIT

Issue | December 2022

---

C A T A L Y Z E .

The Art of

Clear

Thinking

Ways to innovate in the face of

high pressure situations from

Deepak Chopra

INSIDE

IDEAGEN'S

GLOBAL

GOALS

SUMMIT

Issue | December 2022

---

C A T A L Y Z E .

The Art of

Clear

Thinking

Ways to innovate in the face of

high pressure situations from

Deepak Chopra

INSIDE

IDEAGEN'S

GLOBAL

GOALS

SUMMIT

Issue | December 2022

---

C A T A L Y Z E .

The Art of

Clear

Thinking

Ways to innovate in the face of

high pressure situations from

Deepak Chopra

INSIDE

IDEAGEN'S

GLOBAL

GOALS

SUMMIT

Issue | December 2022

---

Index

Table of

Contents

Section 1

Deepak Chopra and

Robert Reiss discuss

the status of the

world today and how

each of us can be a

solution to modernday

problems

Section 2

Featured Speakers Include...

Making Mental Health

Mainstream, Featured

interview with Rawle

Andrews Jr:

Section 3

Gretchen O’Hara and the

Great Data Divide

Section 4

Sanjay Rishi and the

Workplace of the Future

Section 5

Grace Clack and an

optimistic outlook on

current climate progress

---

About The Global

Goals Summit

Live From the UN ECOSOC

Chamber

Ideagen has the unique capacity and privilege to

bring together leaders from a variety of

companies, organizations, and NGOs, The Global

Goals Summit is a forum for executive-level

leaders to discuss the impacts of The Global Goals

on their business and provide solutions to one or

more of the Global Goals.

The Summit's agenda covers topics such as

philanthropy and the public sector, financing for

the SDGs, gender equality, the connection

between health and technology, and more.

Read articles and excerpts from some of the

world's most impactful global leaders speaking at

Ideagen's most anticipated summit to date.

Page 02

---

Deepak Chopra

Section 1

Section 1

Section 1

The Art of Clear

Thinking

Deepak Chopra's

S-T-O-P Method of

Thinking

Robert Reiss:

What are the first steps for someone who

maybe has a hard time relaxing,

meditating and thinking clearly? And

maybe everyone reading this right now at

home or, anywhere, really, can try your

suggestion.

Deepak Chopra:

They can use what I call the STOP formula,

S-T-O-P. So, before reacting to any

situation or any stressful circumstance

you simply stop.

S stands for smiling from your head to

your toes. This stimulates the vagus

nerve, which is the healing nerve in your

body. Lots of evidence shows that smiling

changes your biology, especially if you

imagine smiling from your head to your

toes

Literally let everything smile. Your nose,

your lips, your tongue, your ears, your

neck, your heart, your fingernails, even

your genitalia. Everything is smiling.

Next is T- take 3 three deep breaths and

keep that smile. Let your body slide into a

deeper state of relaxation with each

exhale. O- Observe your body and it’s

sensations. Observe the environment

without judgment. Then P- proceed with a

decision with awareness and compassion.

S-T-O-P.

---

Section 2

THE GREAT

DATA DIVIDE

B y G r e t c h e n O ' H a r a

Technology continues to grow and we

all know it moves in leaps and bounds.

Technology is emerging as this new

currency that's driving insight, decisionmaking,

and ultimately knowledge. So

today, as a result, data is now being

produced, consumed, and stored at

dizzying rates. The world has witnessed

the explosion of tenfold growth in data

by Zettabytes since 2013, and we will

see that doubling by 2025. What does

that mean to all of us? Organizations

now are mining. They're collecting,

storing, and securing more data to take

advantage of what essentially now is

this new digital currency, this new gold.

However, while these mountains of data

are being leveraged at breakneck speed

and keeping pace with the growth,

they're really not being leveraged yet

for the benefit of everybody. That is

where you the reader comes in.

There is a growing disparity and the

expanding use of data to create

commercial value and the

comparatively weak use of data to solve

social and environmental challenges.

This data divide is something that I

believe is absolutely separating us and

we have an opportunity and an

obligation together to really change

that. The haves include people and

companies, organizations with plenty of

fresh data that they have that they can

use with the skills that they've been able

to acquire to grow and thrive. While the

have-nots are those that are operating

with a limited sense of data and have no

ability or the skills to be effective with

that data. And what ultimately happens

is that stunts the economic growth and

social advancement as a result of this

data divide.

---

"This data divide is something that I believe

is absolutely separating us, and we have an

opportunity and an obligation together to

really change that."

This is a crisis that we have to all

come together on. Now, collective

progress continues to be lagging and

it's broadening the chasm as we

speak because of the rate of change

in the massive data that we're

growing.

While these data strategies have

certainly benefited commercial

companies, public sector nonprofits

lag in the education, the skills of the

future workforce, the tools, and the

talent to even access that

information. That means individuals

in underserved communities in most

cases aren't even at the starting line

of what will be the new world of a

data-driven world.

So, what do we have to do about

that? Let me just put a stark reality

of an example in front of us. We can

just look at Covid 19 as a great

example of the crisis of the data

divide. If you can remember back to

the very beginning of the first few

weeks and months of the Covid

Pandemic, there was covid testing

work that was being done across the

globe. But in particular, one

example was a Biohub group

initiative with the University of San

Francisco, California.

This bio hub built covid testing lab

and capabilities in seven days.

Meaning, they were able to not only

get this lab up and running in seven

days they were able to produce lab

results within 24 hours. Think about

this, not knowing anything within

really the first weeks of the

pandemic, but what happened with

data was that they made this

available for all of California to use,

free for the public health system.

The public health system became

so overwhelmed they were even

using fax machines to keep up

with the amount of information

that was coming back from the

data provided. Can you imagine

all of this data available in seven

days promising 24-hour results?

If we had more access to data like

this in the hands of everyone, we

could have kept up and paced

with the speed at which the

pandemic was taking hold

---

To learn more

---

MAKING MENTAL HEALTH

MAINSTREAM

As the largest psychiatric organization in the world,

how do you utilize partnerships to achieve absolutely

vital and critical global missions?

Section 3

I always say there are three

C’s that actually go into how

we work with partnerships. One

is competency, the other is

collaboration and the last is

capacity. So, one of the things

that we have learned over 30

plus years of working as part of

the APA (American

Psychological Association) is

that the APA Foundation does

well as a convener, and it does

very well as a thought leader.

VOLUME II

The APA also does great work

in philanthropy, but we cannot

do it alone because there's just

too much work to be done. And

so what we try to do is find

multidisciplinary partners so

that we can cover as many of

the facets of communities as

we can. We work with faith

leaders, we work with teachers,

and educators. We work with

B2B business managers and

owners because they want to

get more for their mission and

out of their team. Sadly,

sometimes they don't have a

mental health partner. And the

fact that we bring medical

professionals to the table is

huge

I.E in one of the many

communities we assist you're

not just going to WebMD trying

to figure this out for yourself.

We give you a true md right?

Right. We can help you work

out whatever problem it is. And

this is just a broad

generalization of what we do in

our partnerships. To give you a

better idea of this; one of the

things that we do is we host (in

the APA foundation) a group

called

the Center for Workplace

Mental Health. The Center for

Workplace Mental Health is all

about the idea of getting more

out of business by treating

managers' mental health. This

gives managers better focus so

that you don't have, in turn,

staff feeling neglected, or

overwhelmed and overworked

because the manager is taken

care of. And if the managers

are happy, you have a happier

employment contingent. Then

they're going to want to do

more for customers, clients,

and so forth.

Figure 1

Rawle Andrews Jr: was

featured at the Global Goals

Summit on Behalf of the

American Psychiatric

Associatioon

---

PROGRESS

IN CLIMATE

PLEDGES

Section 4

There are 3,470 companies across the globe

that have made climate pledges. Those

companies add up to 80% of the world's GDP.

So you can imagine the impact that those

companies collectively have on global

emissions and what the impact could be if they

all reach net zero. The pressure is coming from

all sides for these companies. Many of our

investment funds today are putting financial

pressure on companies that haven't made

these pledges. 73% of investors say that efforts

to improve the environment and society

actually do impact their financial decisions.

Next, I want to talk about the impact quotient,

That's a great example. of how customers

today are voting with their values. 77% of

customers say that they're motivated to

purchase from companies that are trying to do

good in this world.

It is worth mentioning regulators are also

starting to tighten controls and reporting.

Basically meaning that mandated reporting on

sustainability issues is becoming more

coommon

And then last employees, employees want to

work for companies that are doing good. 93%

of employees say companies should lead with

purpose. At Microsoft, we have 8,000

employees in our sustainability community

alone.

---

SUSTAINABLE

Future

WORKPLACES

Section 5

By: Dr. Sanjay Rishi

I'm fortunate to be here to share

some ideas on a topic that I'm very

passionate about, and that passion

will come out, so you might have to

excuse me. The workplace has really

changed. If you think about what the

pandemic did with all the devastation

that it caused, we're a resilient

species and we have emerged from

the pandemic. It’s with that, that the

shadows of the pandemic and the

opportunities that are emerging from

the pandemic, and the lessons

learned will really impact how we

think about work, workplace

workspaces, and workers.

There are fundamental significant

tectonic shifts that are happening in

each one of those, some of the things

that I'll touch on and more details

around is as the shift, the idea of

hybrid the idea of technology, and

sustainability responsibility. One of

the things we did with Joint Indication

Indicators (Jll) about two years ago,

as we said in our purpose statement,

we put in a better world and we said

we want our domain and our

responsibility to create a better world.

Well, that better world has many

implications. It's around many of the

things we address in this magazine

like mental health, physical health,

sustainability, diversity, equity, and

inclusion.

The way I group them around

works that is; personalized

work, which is responsible, and

workspaces that are

responsible Well, let's go

exactly into those. When you

talk about something like

sustainability, there's an

enormous impact on everything

you're doing in the workplace.

From a sustainability

standpoint,

I'll start with the example of the

leaps and bounds we've come

at Davos in 2020, in February

just before the pandemic hit.

There, you could see CEOs

across the globe all making

commitments around net zero

carbon neutrality. One of the

things that we're seeing is

while those commitments were

made, the question that I

always ask when I'm with C

suites and colleagues is- let's

test and make sure that the

road maps are implemented,

that there are details around it

that are getting the attention

because there's so much going

One of the things that we're seeing

is while those commitments were

made, the question that I always

ask when I'm with C suites and

colleagues is- let's test and make

sure that the road maps are

implemented, that there are details

around it that are getting the

attention because there's so much

going on. There are

macroeconomic headwinds, that

are clearly impacting us.

A little statistics for the audience,

40% of the planet's carbon

emissions come from built

environments. We live in them, we

work in them, we shop in them, we

travel to airports, 40% comes from

that, that's our business, that's my

business to influence that. So, if

we can influence it in partnership

with everyone, this is no longer a

debate. This is something that has

to be done. And more importantly,

the commitment to sustainability is

real. It's happening across the

globe. So, we're on a good path

but we need partnerships like

these to bring down that 40%

statistic.

on. 6

---

1

D E E P A K C H O P R A

G R E T C H E N O ' H A R A

2

3

B A R B Q U A I N T A N C E

R A W L E A N D R E W S

4

5

G R A C E C L A C K

---

Section 6

BLUE NILE'S

DIAMOND

NETWORK

WITH BLUE NILE CEO SEAN KELL

Ed Reno

One of the questions that I think is

potentially sensitive, but I just want to

explore is in regards to diamonds in how

you source them. I know there's a strong

push for ethics in that process, and

maybe you could frame for our audience

what historically have been some of the

concerns and considerations of the

industry, and perhaps how Blue Nile has

tried to responsibly come into the

marketplace.

Sean Kell

Great question. So, for over 20 years

now, blue Nile has been very focused on

only sourcing diamonds in a sustainable

conflict-free way. All of our diamonds are

certified to be conflict free, which is a

very specific set of processes and

certifications to get there.

Also increasingly there are sustainability

requirements with different origin

countries. Most diamonds come from

Africa, Australia, and Canada, and that's

where we source our diamonds from.

The diamond's origin governments have

put tremendous amounts of work into

making sure that everything is ethically

sourced and sustainably sourced.

Because in many places, this is the

primary GDP-driving product for the

region.

Sean Kell

Oftentimes, diamonds provide a

tremendous amount of resources for the

population of these source and origin

countries. So there's been a big push

over the last 20, 30, and 40 years to

make sure that all gem-quality diamonds

are sourced sustainably and ethically in a

conflict-free way.

Ed Reno

Right, so that's interesting to me in that

Blue Nile does not have anyone with a

pickax or a light on their head deep in a

cave. Your partner is the regional

authorities' government. Is that right?

---

Sean Kell

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

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

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

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

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

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

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

looking cloudy looking pieces of carbon into what we know as sparkly, gorgeous diamonds with

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

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

distributors to secondary distributors, to third-tier distributors, and then ultimately to people like us,

retailers.

IDEAGEN TV PRESENTS

AUTHENTIC LEADERSHIP

WITH ED RENO

Ed Reno

Sean Kell

CEO

Blue Nile

Diamonds

Exclusively on IdeagenGlobal.com

---

Editor's Note

Dear Ideagen Global Friends and Colleagues,

As we prepare for the September 8th release of the Ideagen Global

Impact Summit and 17 Days of Sustainability in October, Ideagen

Global continues to maximize our efforts with a relentless commitment

to convene the world's greatest minds from the world's leading

companies, NGOs, and the public sector to address the world's most

vexing issues. In 2022, Ideagen TV content will again reach over 100

Million People across the planet with our ubiquitous content

distribution, including inspiring interviews and custom programming to

create awareness and Global Partnerships to Achieve the Goals.

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

across the planet, including Athens, Greece, New York, and many other

global destinations! Join the movement at IdeagenGlobal.com for all of

the latest updates.

Sincerely,

GEORGE SIFAKIS

GEORGE SIFAKIS

Editor-in-Chief & CEO

Ideagen

CATALYZE MAGAZINE | 24

COOPER HENDERSON

Lead Publication Editor

DANIEL KERNS

Co-Editor and Chief of Staff

Pictured Top to Bottom

Microsoft's Tilemachos Moraitis

ACS Athens's Peggy Pelonis

Amb. Angelos Pangratis (ret.)

Top Left: Ideagen's Global Impact Summit