The core of this program focuses on the projects that Fellows identify at their news enterprises. We call these projects "challenges" in the Sulzberger Program...Read More »
Our Fellows are executives from all media platforms including Web, eReaders, social media, television, magazine, newspapers, radio, mobile and tablets.Read More »
The Sulzberger Program is designed as a tool for senior news executives and managers who have the potential to run their organizations. Applications are due on December 10.Read More »
Examples of Challenges
The Punch Sulzberger Program has worked with dozens of leaders from enterprises such as ABC News, the Associated Press, New York Times, BBC World, Corriere della Sera (Italy), National Public Radio, Time Inc., Houston Chronicle, Al Dia, De Standaard (Belgium), The Forward, Boston Globe, Providence Journal, Brunswick News (Canada), and Christian Science Monitor.
The Sulzberger Program has worked with executives and their news organizations on:
- Identifying and seizing ways to monetize existing capabilities and assets
- How to construct and use performance-based metrics for better decisions
- How to navigate among the fast-shifting world of eReaders
- Building the journalism skills needed to work across so many types of media and platforms
- Gathering, editing, and using content created by outsiders without sacrificing journalistic values
- Mixing for-profit and non-profit business models; revitalizing old brands as well as starting new ones.
- Launching new enterprises
- Guiding leaders who prevented shutting down existing news organizations
During the fellowship year:
- The Christian Science Monitor became the first national newspaper to stop daily print in favor of a blend of weekly print, Web-based and other strategies.
- ABC News pioneered the deployment of one person, digital reporters that dramatically expanded global coverage without exploding costs.
- The Associated Press reengineered how it gathers, edits and redistributes news in the US and around the world.
- The Providence Journal, Houston Chronicle, New York Times, BBC, The Forward, Columbia Journalism Review, Council on Foreign Relations, Boston Globe and others succeeded at an array of strategic efforts. These include moving toward Web-first content; launching new content aimed at new audiences; better integration and coordination in news rooms across platforms; and fostering disciplined innovation.
- DeStandaard reestablished its brand among young audiences.
- Time Inc.'s premier brands such as People.com and SI.com seized opportunities to build ad revenue internationally in ways that hadn't been done before.