Women at Rakuten: Ayumi

Ayumi
Office Manager
Group Quality Department,
Rakuten Group, Inc.
General Manager (Concurrent)
Quality Management Department,
Rakuten Mobile, Inc.

Turning unknown territory into strength and driving organizational growth

My department, the Quality Management Department at Rakuten Mobile, handles not only standard quality control but also functions of corporate planning, supporting the company’s mid-to-long-term growth from a quality perspective. Comprised of members with diverse backgrounds, our department includes specialized teams—such as COO Support (Chief Operations Officer), Operation Governance, Program Management, and System/Network/Product/Customer Quality Management—all working in concert to improve service and operational quality. In my role leading this department, I am responsible for aligning our quality management efforts with the business strategy, ensuring that we support Rakuten Mobile’s growth by bridging the gap between technical operations and organizational goals.

Currently, I hold a dual role as Office Manager for the Group Quality Department at Rakuten Group and General Manager of the Quality Management Department at Rakuten Mobile. When I first took on these demanding responsibilities—especially given my limited background in the telecommunications industry—leading a team of experts with deep technical knowledge was a significant challenge. Balancing the expectations of two high-stakes positions while navigating a new industry filled me with anxiety, but I drew strength from a fundamental lesson in Rakuten’s leadership philosophy: “Leadership is not just about standing at the front and giving orders.” I realized that a leader’s true value lies not in technical expertise alone, but in the ability to maximize the organization’s overall value.

This perspective became even stronger when I was appointed as the person in charge of network quality management. Navigating unfamiliar domains, such as building communication infrastructure and establishing service quality indicators, I realized that precisely because I lacked specialized technical knowledge, I could observe challenges from a broader perspective. My role was not to delve into individual technical arguments, but to bridge the gap by organizing the challenges members faced into management issues and effectively communicating them to the leadership team and other departments.

I also focused on understanding each member’s strengths and aligning roles and team structures accordingly. By bringing together experts in issue detection, root-cause analysis, and strategy execution, I aim to provide end-to-end value as a quality management organization—from problem discovery to improvement proposals.

Facing unknown territory without fear, drawing out the expertise of everyone, and guiding the organization to contribute to company growth—this is the leadership I believe in. With this realization, I committed to building an organization that leverages the strengths of our members. By respecting each other’s knowledge and experience while fostering an environment where members can voice their opinions and take initiative, we have nearly doubled the number of projects per person by while simultaneously improving retention rates. This success reflects our team’s sense of purpose and are that they are working with peace of mind.

As a manager, I prioritize creating a team where members feel comfortable taking on challenges. To this end, I strive to understand each person’s career aspirations and strengths, assigning roles flexibly based on the situation. By clearly stating that “I will take ultimate responsibility,” I have built an environment where members can challenge themselves without fear. My own growth, fostered by supervisors who gave me opportunities to take on challenges, remains the foundation of my management style today.

Embracing Rakuten’s mission to make the world a better place

Although I am currently engaged in management, my vision in any role is to contribute to moving the world in a slightly better direction. I deeply resonate with the Rakuten Group mission, “to empower people and society through innovation,” and I work toward its realization every day. As the telecommunications industry undergoes a major transformation, Rakuten Mobile stands at the forefront. As a member of the quality management team, I am committed to supporting the business and contributing to the company’s mid-to-long-term growth.

The origin of this vision lies in my experience when I first joined Rakuten. In 2015, I was assigned to the Corporate Planning Department, where all mid-career hires participated in an E-Commerce Consultant (ECC) training program for the Rakuten Ichiba business. Through the training, I learned about advertising, store systems, and communication with merchants, and also participated in an ECC improvement project. Interviewing top-class ECCs gave me a profound understanding of the Rakuten Ichiba business model and the immense impact of human power on our business.

Valuing sustainable balance: Achieving fulfillment in both work and life

Nurturing projects and organizations from a mid-to-long-term perspective requires a sustainable approach to work. As I juggle two demanding leadership roles, maintaining a healthy work-life rhythm is not just a personal preference but an essential element to ensure I can perform at my best in both positions. I believe this applies not only to work but also to how we approach our own lives and families. In my private life, I cherish time with my family, such as going camping or enjoying activities with my children on weekends. By utilizing systems like the flextime system and remote work options, I can balance family and work while focusing on my tasks, allowing for a healthy work-life rhythm. The availability of the internal childcare facility (Rakuten Golden Kids) also helped me return to work early after maternity leave.

What I value most in balancing work and parenting is communication with my spouse. We talk constantly to share our daily situations, personal worries, insights about our children, and the progress of household and childcare tasks. At home, we even apply the QCC* framework, working together to identify issues and discussing solutions to reach optimal outcomes.

By continuing to prioritize communication, collaboration and sustainable ways of working, I hope to contribute to the long-term growth of my team while remaining fully present for my family.

*(Note) Quality Control Circle: A bottom-up quality and productivity improvement activity where employees take the lead in solving on-site issues.

*The content and affiliation presented in this article are accurate as of the time of the interview.

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