A.G. Sulzberger, Publisher and Chairman of The New York Times: Mission Under Pressure

Key Concepts

• Stewardship: A long-term leadership philosophy focused on preserving and strengthening an institution for future generations.
• Digital Transformation & Innovation: The New York Times’ successful shift from a print-dominant to a subscription-based digital model, requiring significant cultural change.
• Independent Journalism & Press Freedom: The critical importance of fearless reporting and protecting journalistic integrity in a challenging political climate.
• Team-Focused Culture: Prioritizing a strong organizational culture and collaborative environment over individual star power.
• Comprehensive Journalism: A commitment to in-depth, global coverage across multiple platforms, supported by substantial resources.

Historical Foundation & Family Legacy

Adrian Hernandez is the fifth generation of his family to lead The New York Times, inheriting a legacy that began in 1896 when his great-great-grandfather purchased the paper. This acquisition marked a deliberate move towards independent journalism, rejecting the partisan press prevalent at the time. A core principle guiding the family’s leadership is “stewardship” – the understanding that they are temporary custodians of a larger, enduring mission. His great-great-grandfather’s will explicitly mandated the family to protect the paper’s editorial independence and serve the public. Hernandez himself maintains a daily habit of reading the entire New York Times in print, alongside his digital consumption, believing this comprehensive engagement is vital for ensuring the quality of their journalism. The New York Times was founded in 1896 and is currently celebrating its 175th anniversary.

Navigating Digital Transformation

The New York Times underwent a significant digital transformation, shifting from a revenue model primarily based on print (80% of revenue when Hernandez wrote an innovation report) to a subscription-based digital one. Hernandez spearheaded a cultural shift within the organization, aiming to dismantle internal barriers to innovation and empower digital thinkers. This involved a thorough reporting process, culminating in a 100-page memo articulating a clear vision, followed by open dialogue with staff. The goal was to move the conversation from whether to change to how to change. The company now has 3,500 employees, a reduction from 12,000 a decade ago. The Times has diversified its digital product offerings beyond traditional news, including cooking, games (Wordle), and product reviews (Wirecutter), to broaden its subscriber base and revenue streams. The median age of a New York Times subscriber is 43, and the paper now has more subscribers in California than in New York.

Facing External Challenges & Protecting Journalism

The interview addressed the increasing hostility towards the press, particularly during the Trump administration, which included accusations of being “the enemy of the people” and threats of legal action. This led to a five-fold increase in investment in investigative reporting and a ten-fold increase in spending on safety, security, and press freedom work. Hernandez emphasized the importance of independent journalism in a functioning democracy and a healthy economy, arguing it’s crucial for informed decision-making, accountability, and market confidence. He recounted an early reporting experience in Narragance, RI, where he faced intimidation tactics, underscoring the importance of fearless reporting at all levels.

Building a Sustainable Culture & Value Proposition

The New York Times differentiates itself by prioritizing impactful journalism and building a strong team culture – “the whole jersey” – over solely focusing on individual star power – “the name on the back of the jersey.” This approach fosters a synergistic environment where both team and individual success are possible, drawing a parallel to the Golden State Warriors. The Times offers exceptional editorial, legal, and security resources to protect journalists undertaking high-risk reporting, even against potential lawsuits. The organization deployed 50 journalists to Ukraine last year and maintains a presence in conflict zones like Iraq, Afghanistan, Gaza, Sudan, and Myanmar. The Times provides journalists with the time and multi-platform capabilities (audio, video, multimedia) to develop stories fully and distribute them to a large, engaged, and influential audience.

Leadership & Legacy

Hernandez’s approach to leadership is rooted in the “stewardship” model, defining success as leaving the organization in a stronger position than it was received – journalistically, financially, and culturally. He expressed a desire for his children to pursue their passions, prioritizing fulfillment and positive impact over familial obligation. His desired legacy for the next publisher is to hand off the organization in an even stronger state, drawing inspiration from a Japanese businessman running an 18-generation soy sauce company. He subscribes to a dozen journalism organizations and considers The Wall Street Journal to be improving, but maintains the Times is “best in class” across all fronts. He also offered a perspective on New York City, countering the perception of New Yorkers as “mean” by stating they are simply “busy” but ultimately “nice, thoughtful, and engaging” when approached with patience, and praised the subway system as a “miracle.”

Conclusion:

Adrian Hernandez’s leadership of The New York Times is defined by a commitment to the principles of stewardship, a successful navigation of digital transformation, and a steadfast defense of independent journalism. By prioritizing a strong team culture, investing in comprehensive reporting, and safeguarding journalistic integrity, he aims to ensure the continued relevance and impact of The New York Times for generations to come. His vision extends beyond short-term gains, focusing on the long-term health and sustainability of the institution as a vital pillar of democracy and informed public discourse.