JPN Paradox 04｜Stability vs Change

When long-term commitment meets constant leadership change.

Photo by Trevor Paxton

As the new fiscal year begins for many companies in Japan this week, I find myself reflecting on something that has always intrigued me.

Japan is often associated with stability. Working for one company for a long time is still considered a virtue by many. Moving between companies can, at times, feel like going against that norm.

At the same time, change is happening. Perspectives are gradually shifting. It’s natural to see some tension when the old and the new coexist.

But here is what makes me wonder…

In organizations where long-term employment is still valued, leadership itself can be surprisingly fluid. Executives rotate. No matter how well they perform, their terms are often set, typically around 4-6 years. Employees are also moved across departments regularly, sometimes even a couple of times a year.

This is not limited to companies. Even in the public sector, leadership turnover can be relatively high compared to other countries with similar systems (e.g., Japan has had nearly 70 prime ministers since the late 1800s).

So within a system that values stability, there is also constant change. But what does this mean in practice?

Every leadership change resets the relationship. You have to get to know each other again and understand how you work together.

Each new leader brings new direction. Ongoing initiatives may shift or pause.

Trust needs to be rebuilt. And just as things begin to settle, the cycle can begin again.

What does this do to trust over time? What are the unseen costs of repeated disruption? How does it shape morale, ownership, and continuity?

A system that values long-term commitment, yet operates within cycles of change. Perhaps this is another paradox?

What has been your experience?

***JPN Paradox series is not an indictment of Japan. It’s an invitation to explore perspectives, to reflect on what may seem paradoxical across different cultural and social contexts. By making these tensions visible, we hope to spark dialogue and deepen understanding. We’d love to hear your perspective.***