How Migso-Pcubed helped Fortesque Zero pivot from consulting to manufacturing

How Migso-Pcubed helped Fortesque Zero pivot from consulting to manufacturing

As it sought to capitalise on growth opportunities in a competitive market, Fortesque Zero decided to transition from engineering consulting to become an original equipment manufacturer. The firm tapped experts from Migso-Pcubed to help navigate the complexities of the transformation.

Fortescue Zero has long been known as a bespoke innovation consultancy. But following a strategic acquisition, the firm faced transformative challenges of its own – with six key areas of friction facing its transition to becoming an original equipment manufacturer (OEM).

The firm needed to implement a robust new product introduction framework, most immediately. But it also needed to navigate a delicate cultural evolution, taking the best of its consulting knowhow and adapting that to life and an OEM. This would require organisational transformation from a project-focused organisation to business units aligned to value streams and product owners. At the same time, this would require change management proficiencies; addressing operational efficiency challenges; and the ensuring of stakeholder engagement throughout.

To navigate these complexities, Migso-Pcubed was engaged to co-design and implement a robust new product introduction (NPI) framework – known internally as new product creation system (NPCS) – across the organisation’s diverse business units, programmes, and geographies. This strategic initiative aimed to streamline product development, strengthen cross-functional collaboration, and establish clear governance, position Fortescue Zero for sustainable success in the competitive OEM market while reinforcing their dedication to green engineering principles.

Key stages

According to a piece published on Migso-Pcubed’s website, change management played a crucial role in the implementation of this global NPI framework. Recognising the challenges of widespread change fatigue and the concurrent organisational transitions, Migso-Pcubed deployed a comprehensive change management approach to ensure smooth adoption and integration of the new process. This comprehensive transformation was implemented in four key stages.

First, to deliver immediate value, Migso-Pcubed began by running a gateway assessment on Fortescue Zero’s leading product. This included aligning with functional experts on deliverables, benchmarking against best practices, and supporting the team with governance, templates, and preparation for the gateway review.

Building on the success of the initial gateway, the consultants then expanded the NPI process to cover the entire product development lifecycle. This involved defining eight gateways and eight technical milestones, detailing 75 deliverables, and mapping the process visually with accessible documentation and training on a central SharePoint site.

Third, to ensure adoption of the new process, Migso-Pcubed implemented a change management plan. Functional co-designers championed the process, product teams received hands-on coaching, and training modules – both in-person and e-learning content – were delivered across UK and Australia teams.

Finally, Migso-Pcubed introduced a structured system to ensure long-term success. Regular reviews and feedback sessions, formal change control process, and quarterly updates with Lunch and Learn sessions were implemented, alongside support for establishing a client-run PMO to own the process moving forward.

Leading benefits

The implementation of the new NPI process brought substantial benefits to Fortescue Zero enhancing overall project management and operational efficiency. By aligning people, processes, and tools, the new framework enabled smarter decision-making, reduced risk, and built a strong foundation for scalable growth.

Looking back on the engagement, Krish Rengaraju, technical manager with Migso-Pcubed, recalled, “One of the key benefits that we’ve been able to to give the client is that we are able to identify where they need to go, where their current capabulity is not strong enough. And they are able to make roadmaps to improve that capability for the future.”

Key outcomes linked to this included greater cross-function visibility, helping to improve planning, resource allocation, and production confidence; stronger collaboration and reduced duplication, closed responsibility gaps, and aligned teams; and enhanced credibility helped secure new opportunities and partnerships in the OEM space.

A leading operating officer at Fortescue Zero added, “NPCS allows the business to understand the maturity, progress and risks of each program against a common scorecard and identify synergy opportunities for our products.”

 

Related Post

Leave a Reply

Your email address will not be published. Required fields are marked *