Michael Fiddelke’s journey from intern to Target’s incoming CEO has drawn a lot of attention and for good reason.

Over two decades, he transitioned through finance, store operations, pricing and people management before becoming COO—building a depth of knowledge that only comes from growing inside one organisation.

From an HR perspective, I see how powerful this kind of career path can be. It shows the value of development through diverse experiences across departments, not just rapid moves between companies.

In Japan, this resonates in a unique way. Younger professionals often change jobs early in their careers, but after around 35–40, many choose to stay with one employer for the long term. This shift creates the environment for the kind of deep, multi-layered growth that Fiddelke’s story highlights.

At the same time, many Japanese perceive Western professionals as always “job-hopping”—so examples like this are a powerful reminder that career longevity and loyalty still play a role in leadership development globally.

Today, with frequent layoffs and a culture that often glamourizes job-hopping, stories like Fiddelke’s remind us that loyalty, breadth of experience and continuous development can still prepare leaders for the very top.

#PeopleStrategy #HR #CareerDevelopment