2017 Leadership Award Winner: Ochs/Sulzberger Family of The New York Times

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May 2017
Michael Golden and Carolyn Greenspon of the Ochs/Sulzberger family accepted the 2017 Kellogg Family Enterprise Leadership Award for the family's exemplary leadership of The New York Times now in its 6th generation since 1896. An audience of family business alumni, students, business leaders, other practitioners and faculty attended the event at the Allen Center on the Northwestern University campus.

Michael, of the 4th generation and Carolyn of the 5th generation presented a talk entitled, "Passing the Baton at The New York Times: Family Leadership Transitions in a Mission-Led Business". They spoke of transitions of family leadership in both the enterprise and family, now grown to 75 members in its 6th generation. The New York Times Company is a global media organization. Its publications have been awarded 119 Pulitzer Prizes and citations, more than any other news organization in the world.

The mission of the company is: "To enhance society by creating, collecting and distributing high quality news, information and entertainment."

The mission of the family as it relates to the business is: To strive for the standards of excellence and integrity in our stewardship of The New York Times Co. and in our family work. To retain ownership of The New York Times and continue to have it be the newspaper of integrity that Adolph Ochs envisioned in 1896.

The mission of the family as it relates to the family is: "To maintain the unity of the Ochs-Sulzberger Clan as one family, through friendly, honest and open communication across generations and family branches. To keep alive our family's history and heritage and pass it on to succeeding generations. To look after one another. To imbue in our children and in succeeding generations the traditions of philanthropy and social responsibility."

In bestowing the award, Ivan Lansberg of Kellogg's Center for Family Enterprises, shared the hard work of the family since the passing of the matriarch in 1991 to put in place a family governance structure for the complexity of the enterprise in recent decades.