Latest news with #MikePosner
Daily Mail
a day ago
- Entertainment
- Daily Mail
From finding love and God to gruelling challenges and coming close to death: How Mike Posner's life has changed 11 years on from writing hit single I Took A Pill in Ibiza
From finding love to coming close to death, Mike Posner's life has changed a lot over the past 11 years. The 37-year-old singer is best known for his 2010 hit Cooler Than Me, and his 2016 track with Avicii, I Took A Pill In Ibiza. But in recent years, instead of partying on the Spanish Island, Mike has completely changed his lifestyle. He now focuses on religion and meditation, is in a happy relationship, and has taken on huge physical challenges, including walking across America and climbing Mount Everest. 11 years after penning the lyrics to the hit track, which became a global hit thanks to a dance remix by SeeB, Mike reflected on how his life has changed since its release. Giving a verse-by-verse comparison on social media platform X, he penned: 'On my 26th birthday, I wrote I Took A Pill in Ibiza... 11 years ago. The song became popular several years after I wrote it. 'This year I celebrated my 37th birthday. I feel proud to look at the song lyrics and know that NONE of them are true anymore. I've grown into a completely new man... one that I'm proud of. check this out...' He continued, '26: 1 took a pill in Ibiza to show Avicii I was cool and when I finally got sober, felt 10 years older, but fuck it, it was something to do '37: I love myself more than ever, no longer do shit that harms my body to try to get people to like me. '26: I'm living out in LA, I drive a sports car just to prove. I'm a real big baller cause I made a million dollars and I spend it on girls and shoes. '37: donated massive Jordan collection, drive 4runner, don't need to prove anything to anyone other than God, love myself. If I buy myself something nice, it's because I love myself and I deserve it, not because I'm trying to prove to others I'm good enough.' Mike is also now in a happy relationship with his girlfriend Alli Schaper, who appeared in his music video for the single 'Is It Just Me?'. The video premiered in January 2025. He continued on X: '26: And I can't keep a girl, no. Cause as soon as the sun comes up I cut 'em all loose and work's my excuse But the truth is I can't open up '37: overcame my fear of intimacy and old patterns, worked through the pain of my previous breakups, recognised how much having a wife and family would actually mean to me, got the best help, did the inner work, and now I'm in the healthiest and most beautiful relationship I've ever had.' The artist's remarkable and inspiring revelation comes after he wrote the song having taken an impromptu trip to Ibiza with Swedish DJ Avicii - who tragically took his own life in 2018 - after writing a song with him. Explaining the song via online music encyclopedia Genius, Posner said the trip to Ibiza came after writing a song with Avicii in Sweden, and deciding to follow the DJ to the island where he was performing because he'd never been before. 'We were at his show and I was drinking at the time. And I just sort of moseyed out into the audience to watch Avicii spin from their point of view,' he said. Posner explained that he took a pill after a chance encounter with a fan who happened to recognise him while he was going between the VIP and general admission areas of the venue. 'So I took one and I had never done that before, and I felt amazing. Then when I came down, I felt ten years older,' he recalled. Mike's father Jon Miller died of cancer in 2017, and his friends Avicii and Mac Miller passed in 2018, the first by suicide and the second by an accidental overdose. At the time, Mike explained: 'Even though I had millions of dollars and followers and Grammy nominations, my life still felt empty.' Following this, Mike decided to complete a six-month journey across the United States on foot in 2019. Mike had to soldier through part of his trek with a walker after a baby rattlesnake bit him in Colorado this August, landing him briefly in the ICU. He initially wrote on Instagram that he would 'not be able to walk for several weeks' - but was then up on a walker three days after the bite. 'From 24 miles per day to using this walker to get to bathroom. I'm on my way back. Gonna rebuild with patience and equanimity,' he tweeted. The cross-country trek, which began five days before the first anniversary of Avicii's death, was partly a result of Mike's personal bereavement. 'The big thing is, everyone wants you to forget you're gonna die. Why? Because then you waste your precious life doing what they want you to do,' he told CBS This Morning around the time he began his trip from Asbury Park. 'People ask: "You know, is there a cause for your walk?" You know, I'm not raising money or anything, but maybe the cause is just to remind people your life is now. You know, if you close your eyes and you open 'em back up, this is it,' he said. The songwriter is no stranger to physically exhausting ventures, as he also successfully summited Mount Everest. Mike still performs at huge festivals, including Tomorrowland and Ultra, and recently released a new version of I Took A Pill In Ibiza with Steve Aoki. Along with his recording career, he has served as a record producer and songwriter for acts including Justin Bieber, Big Sean, Maroon 5, Nick Jonas, Cher Lloyd, and Labrinth. He co-wrote Boyfriend by Justin Bieber and Sugar by Maroon 5, among others.
News24
5 days ago
- Entertainment
- News24
Mike Posner's powerful message: Life can transform in 10 years
Mike Posner marked the tenth anniversary of his hit song I Took A Pill In Ibiza by sharing how his life has transformed since writing it. Reflecting on his journey in a heartfelt X thread, Posner unpacked key shifts in his mindset, including valuing self-love and overcoming harmful habits. His reflections serve as a reminder of the power of personal growth, resonating with younger generations who are increasingly embracing healthier living. In 2015, you couldn't escape the audio earworm I Took A Pill In Ibiza. The club hit dominated radio and TV airwaves and blared over speakers at nightclubs worldwide. Ten years after the song topped the charts, Mike Posner, the man behind the hit, reflected on what he has learned since he first penned it and how his well-being has improved. In an X thread, he wrote, 'On my 26th birthday, I wrote I Took A Pill in Ibiza…10 years ago. The song became popular several years after I wrote it. Yesterday, I celebrated my 36th birthday. I feel proud to look at the song lyrics and know that NONE of them are true anymore. I've grown into a completely new man … one that I'm proud of.' Zoning in on a few specific lines in the song, he compared where he was back then and how different life is for him now. '26: I took a pill in Ibiza to show Avicii I was cool, and when I finally got sober, felt 10 years older, but f*** it, it was something to do.' He said he now loves himself more and therefore doesn't do things that harm his body to try to get people to like him. 26: You don't wanna ride the bus like this Never knowing who to trust like this You don't wanna be stuck up on that stage singing All I know are sad songs, sad songs 36: i am the happiest i have ever been in my life and have sustained faith love and joy mindset for over a year… — Mike Posner (@MikePosner) February 14, 2024 Regarding the lyrics about living in LA, driving a sports car and spending large amounts of money on girls and shoes, he announced that he had recently donated several pairs of shoes to a charity drive. He added that he no longer feels the need 'to prove anything to anyone other than God, love myself.' 'If I buy myself something nice, it's because I love myself and I deserve it, not because I'm trying to prove to others I'm good enough.' ALSO READ | Who is Mel Robbins? The self-help guru who turned a five-second hack into global success He likened fleeting highs to 'coming off a roller coaster all alone' but now celebrates his community. In addition to bonding with his friends, he says he made a 'massive investment into [my] relationship with my mom and sister… best it's ever been. Relationship with God is on a whole new level.' Among his many revelations, Posner expressed pride in overcoming his fear of intimacy and breaking old avoidant patterns. He faced the deep pain of his past relationship's end, identified unhelpful behaviours, and recognised the importance of having a wife and family. With the guidance of top coaches and therapists, whose advice he diligently followed, he now finds himself in the most beautiful relationship of his life. He ended the thread by writing: 'I know sadness and pain very well, I also know how I overcame/ overcome it. It is my duty to teach others to do the same. I know sad songs, but I also know redemption songs, songs of freedom, songs of faith, and songs of devotion,' and explained that he shared all this to remind people that it's possible for things to change for the better. 'I love you. If you're going through sh** right now, keep going, you have no idea how good your life may be in 10 years.' His reflections were well received by his Millennial and Gen Z followers, two generations whose lifestyle habits have been studied at length, showing a global shift away from alcohol and drug consumption towards a healthier, more mindful way of living. According to a recent Statista survey, 59% of South Africans between 25 and 40 say they are actively trying to reduce their alcohol intake. More than 1 in 3 report choosing early-morning fitness or wellness activities over nightlife.
The Independent
31-07-2025
- Entertainment
- The Independent
The hit song lyrics that Mike Posner says aren't ‘true anymore'
Singer Mike Posner has disowned the lyrics of his 2016 hit song "I Took a Pill in Ibiza", as 'none of them are true anymore'. The 37-year-old musician, whose track topped the UK charts for four weeks, originally wrote the song after taking ecstasy with DJ Avicii in Ibiza, opening with the line: 'I took a pill in Ibiza to show Avicii I was cool'. Posner expressed pride in his personal transformation over the past 11 years, emphasising self-love and a shift away from behaviours he once engaged in to seek approval. He detailed overcoming significant physical and emotional challenges, such as climbing Mount Everest, leading to his healthiest relationship. The song generated controversy upon its release in 2016 due to its drug references, drawing criticism from Ibiza tourism chiefs and prompting questions about the BBC's decision to playlist it.
CBS News
05-06-2025
- Entertainment
- CBS News
Michigan native Mike Posner headlines Ann Arbor's Sonic Lunch season opener
Crowds of people filled Ann Arbor's Liberty Plaza on Thursday for the return of Sonic Lunch. The Bank of Ann Arbor sponsors the free concert series, which is now in its 18th season. Despite the rainy conditions, fans drove over to see headliner Mike Posner. "We drove like two and a half hours," said fan Micheal Williams. "We drove an hour at like 9 a.m.," said fan Morgan Cherry. "(I'm) probably one of Mike Posner's biggest fans." The series offers free concerts every Thursday from June through August, and this year's lineup is one of its biggest yet. "We have Phillip Phillips. We have The Accidentals, May Erlewine, Laith Al-Saadi," said organizer Matthew Altruda. A Detroit native, Posner said he grew up attending Michigan football games with his father, who attended the University of Michigan. He said it always feels good to come home for a show. "It's always good to play in Michigan in general and in Ann Arbor especially, love it here," said Posner. "I've been playing here for a long time." DJ and reality TV star Brody Jenner is currently on tour with Posner. "Mike's going on a big festival tour and we're playing some big, big shows, and he needed a DJ," said Jenner. "Our agent asked if I wanted to do it, and I was like, 'Yes, absolutely.' I've always been a fan of Mike, and he's one of my favorite artists, so it's a dream come true." Visit the Sonic Lunch website for more information and this summer's lineup.
Yahoo
31-01-2025
- Business
- Yahoo
Books For MBAs: Amid DEI Backlash, NYU Prof Makes Business Case For Human Rights
Mike Posner, Jerome Kohlber Professor of Ethics at New York University's Stern School of Business, authored a new book that makes the case on why businesses should protect human rights in their strategies and operations. Courtesy photo Six months ago, as Mike Posner finished the writing on his latest book, the U.S. Presidential elections were still very much unsettled. Vice President Kamala Harris officially entered the race on July 21, energizing Democrats who had largely resigned themselves to defeat. Fast forward a few short months. By the time Posner's book, hit the shelves last month, president re-elect Donald Trump was already promising a newer, harsher crackdown on DEI policies – both in the federal government and in organizations, like universities, who take federal money. He made good on his promise on his very first day in office. Since his inauguration on January 20, Trump has signed at least three executive orders ending DEI programs in the federal government, for federal contractors, and in the U.S. military. Meanwhile, several major U.S. brands have announced intentions to scale down their DEI initiatives since the election. These include retail giants such as Target and Walmart, and manufacturers like Boeing and Ford Motor Company. Meta's Mark Zuckerberg – in addition to announcing an end to Facebook fact checkers – ended its DEI programs around hiring, training and supplier diversity. This is the American business environment in which Posner's book makes the case for the vital importance of integrating human rights into corporate strategy. 'I imagine there are many C-suite conversations happening right now about these exact issues,' says Posner, the Jerome Kohlber Professor of Ethics at New York University's 'For companies operating globally, these issues aren't going away. They aren't dependent on one election cycle or another … Leaders of big global businesses have two choices: they can avert attention and prioritize short-term gains, or they can think about what it means to run a company that's prepared for the future. That means building systems to address these challenges responsibly.' In 2013, Posner founded Stern's, the world's first such center to be positioned inside a business school. At a time when many American businesses are pulling away from human rights concerns generally and DEI specifically, Posner's book explores how businesses can address inherent human rights challenges while remaining profitable and competitive. He draws on real-world examples and his 11 years at NYU to advocate for long-term, ethical decision-making over short-term gains. Poets&Quants recently spoke with Posner about his book, its timing, and the responsibility of business schools to prepare future leaders for the complexities of operating responsibly in a globalized world. Our conversation has been edited for length and clarity. I've been at NYU Stern for 11 years, where I built the first center on business and human rights at a business school. This book is, in many ways, a distillation of our experiences and our commitment to the idea that we are pro-business but also want high standards. Businesses can and should be part of the solution to the challenges we face. Companies need to make a profit and remain competitive. But business leaders also need to keep their eyes open to the inherent challenges in how they make money. The book explores the idea that, whether in manufacturing, fishing, farming, mining, construction, or tech, human rights challenges come with the business model. Instead of looking the other way, companies should be mindful of these challenges and find practical, realistic ways to address them while asserting responsibility for their actions. The concept of 'conscience' refers to the moral or ethical ability to distinguish right from wrong. Good business leaders, in my judgment, are those who can make judgments based on what's right and wrong and then act accordingly to ensure their companies operate responsibly. Mike Posner, founder and director of the Center for Business and Human Rights at NYU There are many companies that have shown strong leadership on these issues. Part of the book celebrates companies that do the right thing, even when it may mean losing a business opportunity in the short term. Some examples are easier to understand, like Patagonia, which is essentially a family-owned company that has become almost a nonprofit. They put significant resources into environmental causes. While commendable, it's somewhat expected given their structure. On the other hand, larger companies like Microsoft or Apple operate in highly competitive spaces with complex relationships but still manage to make unexpected, ethical decisions. Take Microsoft, for example. A few years ago, they acquired LinkedIn. LinkedIn was under heavy pressure from the Chinese government, particularly regarding its social media component. Microsoft made the business decision to turn LinkedIn China into a resume-only service, effectively stepping away from potential business opportunities. They publicly stated that the governmental and business environment in China made it impossible to operate the social media side of the platform. Microsoft also decided, about eight years ago, to stop selling facial recognition technology to police. They acknowledged that the technology wasn't yet reliable, performing better for white men like me but less so for women and people of color. They argued that this wasn't an area where they should be contributing until the technology and its use were more fully developed in collaboration with industry and government. These are long-term, ethical business judgments by a successful company that could have chosen the easier path for a slightly higher profit. Another example is Coca-Cola. When Deval Patrick became general counsel, Coca-Cola faced significant controversy regarding its bottling plant in Colombia, where two union leaders were killed on the factory floor. This led to a public campaign in the U.S., and Coca-Cola products were banned from 100 universities. Patrick took a stand, ultimately resigning from the company over the issue. His stance helped prompt leadership changes at Coca-Cola, including the hiring of Ed Potter, who had a labor background. Potter established a unit within Coca-Cola to oversee the well-being of workers in bottling plants worldwide. He hired his own team and reported directly to the CEO. That's what leadership looks like – prioritizing ethical practices and actively working to improve how business is conducted. I completed the book six months ago, so it's not focused on our recent election. I don't think the word 'Trump' even appears in the book – I'd have to do a word search to confirm that. That said, I have no doubt that companies will feel compelled to back off on some of the things I write about. The social part of ESG investing, DEI initiatives – these are areas where the new administration has come in strongly and said, 'We don't believe in this.' Companies with government contracts or those regulated by the government will be looking over their shoulders, wondering what this means for them. New York University Stern School of Business However, there's countervailing pressure from Europe. Over the last five years, Europe has introduced a range of new regulations, some already in effect, others coming into effect in the next year or two, that apply to large companies doing business there. If you're General Motors, Tesla, Walmart, or any other big company with a European presence, these laws apply to you. For instance, companies selling products in Germany are subject to the German supply chain law. Tech companies face the Digital Services Act, the AI Act, or the Due Diligence Directive, which all 27 EU member states will have to adopt into local legislation. For companies operating globally, these issues aren't going away. They aren't dependent on one election cycle or another. We're in the 21st century, an era of globalization. Leaders of big global businesses have two choices: they can avert attention and prioritize short-term gains, or they can think about what it means to run a company that's prepared for the future. That means building systems to address these challenges responsibly. I imagine there are many C-suite conversations happening right now about these exact issues. My job – and the job of business educators – is to prepare students for these challenges. I tell my students that there aren't always clear right or wrong answers, but I want them to consider the questions and challenges. It's a good question. Honestly, it's much harder for human rights. What I tell business leaders – and my students – is that if your metric is return on investment for the next quarter, I'm not going to help you. What I'm saying is that to be a good, strong, sustainable, and responsible company, these are things you need to address in the long term. Focusing on human rights will benefit companies over time. You'll recruit better talent, improve retention rates, and be prepared for a world where these issues are getting increasing public attention and more regulation, particularly from Europe. The key is to prepare now, be ahead of the curve, and not wait until it's too late. That said, I can't promise – and it wouldn't be honest to claim – that doing this will boost your return on investment between now and June. That's not the case I'm making. But these actions are essential for building a company ready to thrive in the future. One of the central points of the book is that different industries face different human rights challenges, so it's important to avoid generalizations. For example, the challenges in agriculture, farming, or fishing differ significantly from those in manufacturing, mining, or construction – particularly in regions like the Gulf, where migrant labor is prevalent. The book focuses on breaking these challenges down, moving away from abstraction, and identifying specific human rights issues within each industry. From there, it explores how to establish industry standards and metrics to achieve better outcomes. This isn't about having a sustainability committee, publishing a CSR report, or checking boxes. It's about understanding how a company makes money and what it means to do so responsibly. Take electric vehicle batteries as an example. The batteries that power EVs and provide a 300-mile range require cobalt to prevent them from catching fire. Around 80% of the world's cobalt is mined in the Democratic Republic of the Congo. While much of this mining is mechanized, 20 to 25% comes from artisanal mines – informal sites next to large mechanized operations. Families, including children, dig in unsafe conditions, and there are an estimated 25,000 children working in these mines. One initiative highlighted in the book is a pilot project by a Swiss trading company, Trafigura, which sought to formalize these artisanal mines. Though currently suspended due to challenges in the Congo, the project aimed to improve safety, prevent child labor, and empower women to work in mines where cultural superstitions previously excluded them. By increasing income for families, this also enabled more children to attend school. While it's a business-smart approach, it requires upfront investment and long-term commitment. Similar examples exist in farming, fishing, and construction, but they all require companies to recognize the problems tied to their business models and take responsibility. The book argues that human rights should become a measurable business priority, just like return on investment, worker retention, or productivity. When businesses care about something, they measure it and improve. Human rights need to be treated with the same seriousness, ensuring that outcomes and performance guide decision-making rather than superficial gestures like filling out forms or opening offices. It's not a linear trend. There are certainly more companies today than 10, 15, or 20 years ago that recognize the relevance of human rights issues. In fact, I think businesses are often ahead of business schools in understanding this. But finding the right path is challenging, and it's especially difficult to lead in this area if you're standing alone. One example I discuss in the book is the creation of the Fair Labor Association, which I've chaired in my spare time. It began 25 years ago during the Clinton administration, with Labor Secretary Robert Reich's support. It brought together stakeholders from the apparel industry, unions, NGOs, and universities – groups with significant dissent and anxiety about the process. Despite the odds, it survived. Today, the Fair Labor Association includes 60 apparel companies, along with big agriculture companies in a second wave. We've developed standards, metrics, and ongoing assessments for evaluation. Companies like Adidas, Nike, Lululemon, and L'Oréal are part of it. They're taking risks by exposing themselves to greater scrutiny, but they understand that it makes them better in the long run. To me, that's the model – whether it's a multi-stakeholder voluntary initiative like the Fair Labor Association or the government-led efforts we're now seeing in Germany, France, and the Netherlands. The key is establishing industry standards, real metrics, meaningful evaluation, and accountability. All of the above. Part of the book is written with business leaders in mind, as I know many are struggling with these issues – they often reach out to me. I wanted to provide them with practical examples and illustrations of what has worked and why. Each chapter includes a 'way forward' section with lessons learned and recommendations. But the book is also aimed at business educators and students. I'm planning a tour of around 15 business schools across the U.S. and Europe to engage with students and faculty, encouraging them to incorporate these ideas. You don't necessarily need to create a dedicated center like we have at NYU, with nine or ten people focused on this work. It might fit into an operations class, a supply chain class, or even a finance class. We've also created a network of business schools – primarily European but with participants in the U.S. and the developing world. This is a subject for 21st-century business educators, and I've found students are interested – not all of them, but those who take my class find it eye-opening. In some ways, it's like teaching business ethics or professional responsibility, but it goes far beyond that. This isn't about preaching morality or encouraging people to emulate figures like Martin Luther King or Mother Teresa. It's a practical subject about how businesses operate, the challenges they face, and what they can do to mitigate, mediate, or even eliminate risks in some cases. We've probably done more work in the tech space than in any other sector. As you said, the opportunities are immense. For example, I recently spent five days in Davos at the World Economic Forum, and you couldn't walk 50 feet without hearing about exciting new dimensions of AI. Companies like Palantir, Accenture, Amazon, Google, and Meta were all showcasing their innovations. The current zeitgeist is all about the transformative potential of generative AI, chat technology, and beyond. I'm convinced that technology will bring about many positive changes. But part of our job is to ask: What does this mean for democracy? What does it mean when harmful content is embedded in social media platforms and AI applications? There are too many individuals exploiting these technologies for nefarious purposes. The challenge is getting big tech companies to oversee their systems in ways that address these problems while upholding free speech. I believe in open debate, but there are limits – we shouldn't be debating whether the Holocaust happened, whether bullying a young girl in school is acceptable, or whether violent extremism should be promoted. Right now, we're at a dangerous point where technology has outpaced our ability to regulate or establish guardrails. The solution involves a combination of companies stepping up to take more responsibility and governments figuring out their role. European governments are ahead of the U.S. in addressing these issues, and I expect significant discussions about the future of the information technology environment over the next decade. Things are changing quickly, and there are valid reasons to be anxious about where we're headed. There are two areas of progress I'm particularly proud of. First, one of my colleagues, Mariana Olaizola Rosenblat, conducted a report on the gaming world. While I'm not a gamer, 3 billion people are involved in gaming and its adjacent chat sites. Some of these chat rooms are rife with misogyny, racism, antisemitism, Islamophobia, and violent extremism. Several mass killings, like those in Christchurch, Buffalo, and Highland Park, were perpetrated by individuals who had been active in these spaces. Initially, companies were defensive, claiming this wasn't their responsibility since the conversations were private. But we argued that these were private conversations happening on their platforms, their 'real estate,' so they needed to take some responsibility. Marianna has since formed a coalition of companies, academics, government representatives, and NGOs to address the problem. It's early days, but the goal is to collaborate across sectors to determine what actions the industry and government can take. I believe we'll make real progress here. The second area involves a year-and-a-half-long project with Amazon, Google, and Microsoft on privacy issues in cloud computing. Cloud services have become a significant revenue source, and all three companies recognized the need for privacy principles. Specifically, they wanted to prevent their sales teams from offering competitors' accounts greater access to individual data in places like Saudi Arabia. The result was a two-page statement of principles outlining how they'll approach privacy issues. It's far from solving the problem, but it was an acknowledgment from three major companies that this issue matters. It also served to guide their employees internally, as much as the rest of the world. Seven years ago, my colleague at the University of Geneva, Dorothée Baumann-Pauly, and I started an annual meeting with professors – and sometimes deans – interested in human rights. We've held this meeting every year since, and now we have participation from about 70 schools in 35 countries. Dorothée has since created a center at the University of Geneva Management School and continues to collaborate with us. We're also working with the Global Business School Network, which includes over 150 business schools worldwide. Through their Human Rights Initiative, we're coordinating efforts to promote these ideas. There's a lot of interest, especially among younger professors entering the field who are eager to engage with this topic. That said, not every school needs to create a dedicated center like NYU did. There are plenty of ways to integrate human rights into existing courses – management, organizational behavior, tech, supply chain, and finance. It doesn't even have to be a standalone course. For instance, in a supply chain course, which typically focuses on bottlenecks and logistics, why not spend a couple of hours discussing the workers in those supply chains? We've developed a toolkit that provides examples of curricula, topics, and case studies to help educators incorporate these concepts. On the case study front, I've written about a dozen for my courses. Interestingly, someone at the International Labor Organization shared them with the University of Qatar Business School in Doha. Three professors there decided, 'If they can do this at NYU, why can't we?' Last September, I spent a week in Doha working with them after months of collaboration. They're now finalizing six to nine case studies focused on the Gulf, written in both Arabic and English. If this can happen in Qatar, there's no reason it can't happen at Wharton, Harvard, or Stanford. It's all about finding ways to engage educators and students on these critical issues. I am a chronic optimist. I've worked in human rights for decades, and my optimism doesn't come from ignoring the challenges – I see them quite clearly. But I also see the inevitability of these issues becoming too important to ignore. More and more businesses are recognizing that they need to address these concerns. This isn't going away. Investment houses are also catching on. Women, millennials, and Gen Z – the next generation of investors – care more about these issues than older generations, including people like me. So, one way or another, these topics are rising to the surface. I firmly believe we can demonstrate that businesses can make a profit, remain financially successful, and still do the right thing regarding human rights. It requires a long-term view and a recognition that progress won't always be linear. But I'm confident the message of the book – that this can and must be done – will resonate. It's critical that addressing these issues becomes a business priority, and just as important for business schools to recognize their role in preparing future leaders to tackle them. DON'T MISS: GRADS OF THIS UNIQUE PROGRAM LEAVE WITH A MASTER'S — AND A STARTUP AND THE P&Q INTERVIEW: HIMANSHU RAI, DIRECTOR OF THE INDIAN INSTITUTE OF MANAGEMENT INDORE The post Books For MBAs: Amid DEI Backlash, NYU Prof Makes Business Case For Human Rights appeared first on Poets&Quants. Sign in to access your portfolio
