Target’s leadership structure shows where store decisions flow from

Michael Fiddelke succeeded Brian Cornell as Target’s chief executive officer effective Feb. 1, 2026. For store managers and team leads, the leadership page shows where the real decision points sit in a company that runs more than 2,000 stores, more than 60 supply chain facilities, and employs more than 400,000 full-time, part-time, and seasonal team members. With Target signaling a new round of change in 2026, the chart shows which leaders shape the issues that land on the sales floor every day.

How the leadership map is built

At the top is chief executive officer Michael Fiddelke. Beneath him, Target organizes its senior leadership around the functions that matter most to store execution: stores, supply chain and logistics, community and stakeholder engagement, human resources, finance, legal and compliance, operations, merchandising, digital and revenue, and information and product.

A stocking miss is not just a store problem if the issue traces back to replenishment. A staffing gap is not just a payroll question if it turns into hiring, scheduling, training, or retention. A technology change on the app or in-store systems can affect guest experience, fulfillment, and cashier flow at the same time, which is why Target’s chart links digital and product leadership with the rest of the operating machine.

Target is split into business owners with distinct responsibilities, and store teams are expected to work through that structure when issues need escalation.

What store leaders should read first

For team leads and executive team leaders, the most useful part of the chart is not the titles themselves but the lines of responsibility behind them. If the issue is labor, attendance, leave, hiring, or development, that trail runs through human resources. Kremer leads HR for Target’s global team of more than 400,000 people, from recruitment and development to engagement and total rewards, which makes her function central to the way workers experience the company.

If the issue is empty shelves, delayed replenishment, late trucks, or fulfillment pressure, the key owner is supply chain. England now oversees Target’s end-to-end supply chain network, including replenishment, fulfillment, global trade and transportation, food and beverage operations, logistics, and distribution. That is the lane that touches store backrooms, same-day service, and the speed at which product actually reaches the floor.

If the issue is what Target is choosing to push, display, or simplify for guests, that runs through merchandising. If the issue is an app update, a checkout tool, a product feed, or the systems that support store operations, it moves through information and product leadership. If the issue involves policy, compliance, or legal questions, it belongs with that leadership chain rather than being solved ad hoc at store level.

For workers, that means the leadership page functions like a clean escalation map. It helps a manager know whether a problem belongs with store operations, a district leader, supply chain, HR, or a corporate function farther up the chain.

Why 2026 makes the chart matter more

Target’s 2025 annual report says the company expects guests to see and feel more change in what it sells and how it sells it in 2026 than they have in a decade. The same report says Target plans more than $2 billion in incremental investments across the business, including more than a $1 billion increase in capital expenditures from 2025 and another $1 billion in operating investments.

That spending plan ties directly to the leadership structure. Target’s strategic priorities are to lead with merchandising authority, elevate the guest experience, accelerate technology, and strengthen teams and communities. Those goals only work if store operations, supply chain, digital, and HR are coordinated. A store manager trying to absorb more fulfillment volume, a team lead dealing with training gaps, or an ETL handling a planogram change is living inside that coordination, whether the corporate strategy memo ever reaches the backroom.

Target’s supply chain footprint underscores the scale of that coordination. The company’s facilities total 72.9 million square feet and include distribution centers, sortation centers, and other sites.

What the pay and benefits structure signals

The leadership chart also makes more sense when read alongside Target’s pay and benefit framework. U.S. hourly team members in stores and supply chain facilities have a starting wage range of $15 to $24 per hour. The company also offers a 401(k) match, paid time off, family leave, and other benefits.

That combination puts HR at the center of more than hiring. It affects retention, internal mobility, development, and the way team members think about staying with the company. For managers, it also means some of the most sensitive conversations on the floor, from pay questions to leave issues to development paths, are not just store-level decisions. They connect back to a leadership function built to manage a workforce of Target’s size.

Why the leadership shuffle is part of the story

The current chart is also not static. Target announced Fiddelke’s CEO succession on Aug. 20, 2025, with the transition taking effect Feb. 1, 2026. In February 2026, the company announced executive leadership changes under Fiddelke to accelerate growth, and in May 2026 it named Jeff England as executive vice president and chief global supply chain and logistics officer, effective May 31.