英語傳記：紐約時報的CEO 1
Russell T. Lewis
The New York Times
3-year return: 130%
Age: 51
CEO since: 1997
Lewis made major strides last year toward reinventing the Times as a national newspaper. Along with chairman Arthur Sulzberger Jr., whose family still owns a controlling interest, Lewis coordinated a $1 billion plan that, among other things, introduced color. The two also transformed the paper into a six-section daily, opened printing plants in Washington, D.C., and Boston to improve northeastern distribution, and pushed the national edition into dozens of new markets. Revenue grew 2.5 percent to almost $3 billion.
路易斯(Lewis)去年取得了令人矚目的成績，他使紐約時報重新成為全國性報紙。與主席小亞瑟?薩爾茲伯格(Arthur Sulzberger Jr.，其家族手中掌握著該報的控制權)一起，路易斯協調了一項10億美元的計劃用于引進彩色印刷及其它許多項目。另外，兩個人將報紙變成了每天六部分，并在華盛頓特區和波士頓建立了印刷廠以促進西北部的發行工作，還將國內版打入了許多新市場中。其年收入增漲了2.5 %，達到近30億美元。
Business philosophy: "The collective intellect and industry of a group yields greater results than any one individual."
生意哲學：“群體的智慧和勞動所取得的成績永遠大于任何個人。”
Headaches: A slowdown in traditional newspaper advertising. The proliferation of media choices, especially the Internet, threaten to cannibalize both readership and prestige.
最頭痛的事：傳統報紙廣告量下降。隨著越來越多的媒體出現在人們面前，尤其是隨著因特網的發展，報紙的讀者群及影響面都有不同程度的下降。
True story: While on active duty as a National Guardsman delivering U.S. mail during a postal strike, he secretly gathered information for a Times story. Narrowly avoided court-martial but won a National Publishers award.
真人真事：在一次郵政大罷工中，路易斯作為一名國民警衛隊士兵執行任務，負責投遞郵件。他秘密地為紐約時報報道搜集信息，結果事后險些被送上軍事法庭，不過卻贏得了國家出版人大獎。
Management Style: "I'm more interested in making sure we have the right people in the right places than in telling people what to do."
管理風格：“我最關心的是我們是否有適合的人選處在適合的位子上，而不是不斷地告訴人們應該做些什么。” Strength: Getting people with different styles, ideas, and backgrounds to cooperate.
優點：聚集了許多不同風格、擁有不同思想及背景的人在一起合作。
Weakness: Untested in standing up to the Sulzberger family during crisis or recession.
弱點：在危機或衰退中不知能否象薩爾茲伯格家族那樣經受住考驗。
Habits: Out the door by 6:15 a.m. Prefers face-to-face meetings to E-mail or phone calls.
習慣：每天早上六點十五分出發。與使用電子郵件或電話相比，更喜歡面對面的交流方式。
Russell T. Lewis
The New York Times
3-year return: 130%
Age: 51
CEO since: 1997
Lewis made major strides last year toward reinventing the Times as a national newspaper. Along with chairman Arthur Sulzberger Jr., whose family still owns a controlling interest, Lewis coordinated a $1 billion plan that, among other things, introduced color. The two also transformed the paper into a six-section daily, opened printing plants in Washington, D.C., and Boston to improve northeastern distribution, and pushed the national edition into dozens of new markets. Revenue grew 2.5 percent to almost $3 billion.
路易斯(Lewis)去年取得了令人矚目的成績，他使紐約時報重新成為全國性報紙。與主席小亞瑟?薩爾茲伯格(Arthur Sulzberger Jr.，其家族手中掌握著該報的控制權)一起，路易斯協調了一項10億美元的計劃用于引進彩色印刷及其它許多項目。另外，兩個人將報紙變成了每天六部分，并在華盛頓特區和波士頓建立了印刷廠以促進西北部的發行工作，還將國內版打入了許多新市場中。其年收入增漲了2.5 %，達到近30億美元。
Business philosophy: "The collective intellect and industry of a group yields greater results than any one individual."
生意哲學：“群體的智慧和勞動所取得的成績永遠大于任何個人。”
Headaches: A slowdown in traditional newspaper advertising. The proliferation of media choices, especially the Internet, threaten to cannibalize both readership and prestige.
最頭痛的事：傳統報紙廣告量下降。隨著越來越多的媒體出現在人們面前，尤其是隨著因特網的發展，報紙的讀者群及影響面都有不同程度的下降。
True story: While on active duty as a National Guardsman delivering U.S. mail during a postal strike, he secretly gathered information for a Times story. Narrowly avoided court-martial but won a National Publishers award.
真人真事：在一次郵政大罷工中，路易斯作為一名國民警衛隊士兵執行任務，負責投遞郵件。他秘密地為紐約時報報道搜集信息，結果事后險些被送上軍事法庭，不過卻贏得了國家出版人大獎。
Management Style: "I'm more interested in making sure we have the right people in the right places than in telling people what to do."
管理風格：“我最關心的是我們是否有適合的人選處在適合的位子上，而不是不斷地告訴人們應該做些什么。” Strength: Getting people with different styles, ideas, and backgrounds to cooperate.
優點：聚集了許多不同風格、擁有不同思想及背景的人在一起合作。
Weakness: Untested in standing up to the Sulzberger family during crisis or recession.
弱點：在危機或衰退中不知能否象薩爾茲伯格家族那樣經受住考驗。
Habits: Out the door by 6:15 a.m. Prefers face-to-face meetings to E-mail or phone calls.
習慣：每天早上六點十五分出發。與使用電子郵件或電話相比，更喜歡面對面的交流方式。
