Beyond Lift and Shift: Rakuten’s Journey Toward an AI-Ready Enterprise Cloud
The challenge: A global enterprise cannot modernize one system at a time
For a global technology company, migration is rarely a matter of moving software from one hosting environment to another. Over time, applications become connected to business processes, identity platforms, internal systems, custom workflows and the knowledge people depend on every day.
Rakuten Group operates more than 70 businesses across a diverse international ecosystem spanning commerce, financial services, digital media and telecommunications. The needs of these businesses are interconnected, but not identical. Its Atlassian environment reflects that complexity.
Different business units have adopted Jira, Confluence and related technologies to support development, collaboration, business operations and service delivery. Across these environments, years of customization, enterprise integrations, Marketplace applications and organizational changes have created dependencies that a simple lift-and-shift migration cannot resolve.
The challenge was bigger than getting data into Atlassian Cloud.
Preserve business continuity
Teams across Rakuten rely on Jira, Confluence and related tools every day for development, collaboration and service delivery. The migration had to protect those workflows, including for the teams already working in Cloud.
Modernize identity and access management
Identity platforms are tied into the Atlassian environment across business units. The move to Cloud meant replacing legacy identity infrastructure with centralized authentication and stronger security controls that work with Rakuten’s enterprise identity environment.
Decide how to handle legacy customizations
Years of scripts, custom workflows and Marketplace apps may have no exact Cloud equivalent. Each one needed a clear decision on whether to support it in Cloud, redesign it, or treat it as a separate development effort.
Establish a scalable approach
With more than 70 businesses moving at different times, a one-off migration would not be enough. Rakuten needed a repeatable approach that each business unit could follow as it adopts Cloud.
It also needed to make these decisions without disrupting the teams already working in Atlassian Cloud.
The first chapter: Establishing a proven Cloud foundation
Empyra’s engagement with Rakuten extends beyond a single project or geography. Earlier work with Rakuten Rewards, Rakuten Cartera and Rakuten Advertising helped participating businesses advance their Atlassian Cloud adoption.
Rakuten Rewards
For Rakuten Rewards, the transformation involved more than migrating Jira from a self-hosted environment.
The team needed to address enterprise identity requirements across multiple domains, introduce centralized authentication and stronger security controls, assess third-party application compatibility, and reduce the operational burden associated with maintaining self-hosted infrastructure.
Empyra supported a structured migration that included technical assessment, repeated migration testing, application review, production transition, user acceptance testing and enablement.
The work helped Rakuten Rewards adopt Atlassian Cloud with Okta-based single sign-on and two-factor authentication, while supporting continuity of critical business workflows.
An important engineering lesson
The Rakuten Rewards migration also exposed an important engineering lesson: preserving the business function is not always the same as preserving the original technical implementation.
In one documented workflow conversion, legacy Jira fields stored user information as text. To support reliable Cloud-compatible automation, the implementation introduced appropriate user-picker fields, transitioned the existing data and rebuilt the necessary workflow behavior using supported automation capabilities.
What might look like a small configuration change was, in reality, a carefully controlled business-process transformation.
Rakuten Cartera
Similarly, the Rakuten Cartera migration demonstrated the value of sandbox testing, jointly developed cutover planning, transparent issue tracking and dedicated post-go-live support.
These experiences created a practical foundation for addressing more complex enterprise challenges.
The next chapter: Modernizing Rakuten Group’s Japan estate
Rakuten Group’s broader Japan Cloud journey was already underway before Empyra’s latest engagement. Rakuten’s internal technology teams and Atlassian had spent significant time assessing the environment, conducting migration rehearsals and moving an initial population of projects to Cloud.
That progress changed the question for the next phase.
Empyra’s engagement was structured around that principle. The program brings together remaining Jira and Confluence workloads, Bitbucket migration planning, enterprise identity, application dependencies, custom automation, integration readiness, change management and validation.
The approach is not to migrate every historical configuration unchanged. It is to establish which capabilities the business still needs, select a supported Cloud implementation for each, and produce evidence that the result works.
The transformation approach: Five decisions before migration
Prior assessments, migration reports, runbooks and known-issue records are valuable engineering assets.
Empyra’s approach incorporates those existing artifacts into a shared execution baseline. Previously completed work is reviewed for changes and unresolved gaps rather than repeated unnecessarily.
This reduces duplicated effort and allows the team to concentrate on genuine migration blockers.
Years of projects, spaces, attachments and repositories cannot all be treated with the same priority.
The program distinguishes active business-critical content from historical material, identifies retention requirements and establishes an approved disposition for each category.
Migration waves can then be planned around business dependency, activity and complexity instead of treating the estate as a single undifferentiated workload.
The objective is not merely to move less data. It is to preserve what matters and avoid carrying unnecessary complexity into the future.
A Data Center script, HTML macro or Marketplace app may have no exact Cloud equivalent.
That does not automatically mean the associated business process must be abandoned — or that every legacy implementation should be rebuilt as custom software.
The program evaluates native Atlassian Cloud capabilities, supported Marketplace applications, workflow automation and approved process simplification before considering bespoke development.
For complex Confluence content and custom forms, representative proofs of concept help identify which requirements can be supported, which need redesign and which require a separate development decision.
The guiding principle is simple: preserve the business outcome while reducing unnecessary technical debt.
Enterprise platforms do not operate in isolation.
Rakuten’s environment depends on business-unit integrations, identity services and multiple application owners.
The modernization strategy includes an integration ownership model, Atlassian Cloud API guidance, dependency tracking, validation responsibilities and coordinated testing.
It also addresses the transition from legacy identity infrastructure toward an Atlassian Guard architecture integrated with Rakuten’s enterprise identity environment.
This creates clearer accountability across the migration.
For every dependency, the team needs to know what changes, who owns the change, how it will be tested and what constitutes acceptance.
A migration is not complete simply because a tool reports success.
The program defines validation evidence for migrated projects, spaces, configurations and repositories, together with approval checkpoints, exception handling, recovery planning and knowledge transfer.
This is especially important when migrations are performed in waves, different business units move at different times and legacy and cloud environments temporarily coexist.
The goal is to make each wave repeatable, traceable and safe to approve.
Where AI fits: Readiness before activation
Results to date and what remains ahead
Empyra’s earlier work across Rakuten businesses demonstrates practical experience in Cloud migration, enterprise identity, workflow conversion, testing and transition support.
For Rakuten Group Japan, the current phase has established an agreed modernization scope and a delivery approach grounded in prior assessment, clear ownership and phased validation.
The remaining production migration and associated business outcomes are still ahead.
Future success will be measured not simply by the volume of data migrated, but by the reliability of business-critical workflows, integrity of information, successful user adoption and the ability to operate and improve the Cloud environment sustainably.
Five lessons for other global enterprises
Start with the work already completed
Existing assessment and migration evidence should accelerate the next phase, not disappear when a new delivery team joins.
Classify before migrating
Active, historical, redundant and unsupported assets should not receive the same treatment.
Protect business outcomes, not legacy code
Cloud modernization is an opportunity to simplify technical implementations without losing essential capabilities.
Make ownership explicit
Integration, identity and application dependencies need accountable owners and testable acceptance criteria.
Build toward AI deliberately
Trusted data, consistent permissions and maintainable workflows are prerequisites for responsible AI adoption.
A transformation measured in decisions, not just data
For Rakuten, the journey from self-hosted systems to Atlassian Cloud has unfolded across multiple businesses and stages.
The earlier transitions showed what structured migration and enterprise Cloud adoption could deliver. The Japan modernization program builds on those experiences at a larger level of organizational and technical complexity.
The central lesson is that enterprise Cloud transformation begins well before the final cutover.
It begins when organizations make deliberate, evidence-based decisions about how people, processes, information and technology should work together.
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