- Automotive & Transportation, PMO & Project Controls
Fortescue Zero is a Engineering Consultancy known for their cutting-edge innovations and commitment to eliminate fossil fuels with a target to achieve real zero terrestrial emissions. They are beginning an ambitious transformation to become an Original Equipment Manufacturer (OEM). With several world-leading projects already in progress and an exciting pipeline of future initiatives, Fortescue Zero was poised for significant growth. However, this rapid expansion faces challenges due to inconsistent and outdated processes, as well as unclear organisational structures.
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.
The challenge
Fortescue Zero is celebrated for their bespoke innovative concepts but faced with a transformative challenge as they evolve into an Original Equipment Manufacturer (OEM) following a strategic acquisition. This transition demanded a fundamental reimagining of Fortescue Zero’s approach to product creation and organisational management, all while preserving their core innovative spirit.
Their challenge was further categorised into:
Process transformation
Implement a robust New Product Introduction (NPI) framework to elevate the company from a consultancy to a Tier 1 OEM. This involved re-engineering existing processes and systems, originally designed for small-scale projects, to efficiently accommodate larger-volume production.
Cultural evolution
Navigate the delicate balance of evolving Fortescue Zero’s culture to embrace standardised practices necessary for efficient, large-scale manufacturing, while maintaining the creative ethos that has been the key to their success as a consultancy.
Organisational transformation
Transformating from a ‘Project’ focused organisation to a more ‘Product’ focused organisation structure, with business units aligned to value streams and product owners. There also was an increased need to consider commercial and manufacturing readiness, areas of new capabilities required to support the product portfolio.
Change management
Successfully integrate the new NPI process during a period of significant organisational change post-acquisition, including business expansion, office relocation, and structural realignment. This needed to be achieved while effectively managing widespread change fatigue among employees.
Operational efficiency
Address existing challenges in communication, quality control measures, and limited visibility of project progress and decision-making processes.
Stakeholder engagement:
Ensure engagement and buy-in across all levels of the organisation, from leadership to employees, to support this comprehensive transformation.
The overarching goal was to seamlessly transition Fortescue Zero into an OEM, enhancing their capabilities for larger-scale production without compromising the innovative edge that had been its cornerstone. This transformation needed to be executed in a way that acknowledged the ongoing changes, respected the existing company culture, and positioned the organisation for sustainable success in their new market position.
The solution
Change management played a crucial role in the implementing the 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.
Our solution utilised a four-pillar strategy: Engage & Excite, Educate & Uplift, Listen & Respond, and Inform & Update.
This approach allowed MP to address the complex challenges of implementing a new process during a period of significant organisational change. By fostering engagement, providing tailored education, establishing feedback mechanisms, and maintaining clear communication, MP successfully navigated multiple transitions whilst respecting the existing company culture.
MP delivered a comprehensive transformation programme focused on creating a unified NPI process with common language, clear decision-making protocols, and governance mechanisms tailored to Fortescue Zero’s innovation-centric culture. The solution was implemented in 4 key stages:
Stage 1: Baselining Fortescue Zero’s lead product
To deliver immediate value, MP 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.
Stage 2: End-to-end process definition
Building on the success of the initial gateway, MP expanded the NPI process to cover the entire product development lifecycle. This involved defining 8 gateways and 8 technical milestones, detailing 75 deliverables, and mapping the process visually with accessible documentation and training on a central SharePoint site.
Stage 3: Initial embedding
To ensure adoption of the new process, MP 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.
Stage 4: Continuous improvement and sustainment
MP 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.
What did we deliver
NPCS was successfully rolled out in a short period of time, through a very challenging period of change and has been quoted by Fortescue Zero's senior leaders as the gold standard for how we should do change management in the future
The 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.
Key outcomes:
- Greater visibility: cross-functional project tracking improved planning, resource allocation, and production confidence
- Stronger collaboration: clear ownership reduced duplication, closed responsibility gaps, and aligned teams
- Reduced risk: parallel development best practices minimized programme risks and rework
- Sharper decision-making: defined go/no-go criteria improved portfolio focus and governance
- Upskilled workforce: targeted training and expert-led drop-ins built internal capability and engagement
- Operational consistency: unified processes across units and geographies supported scalable execution
- Boosted business development: enhanced credibility helped secure new opportunities and partnerships
- Improved supplier & audit readiness: better visibility and control supported smoother audits and supply chain planning
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
Conclusion
The transformation of Fortescue Zero, a prestigious engineering consultancy, into an Original Equipment Manufacturer (OEM) was a strategic move aimed at capitalising on growth opportunities in the competitive market. This transition, facilitated by MIGSO-PCUBED, involved the implementation of a robust NPI process & framework to address challenges posed by outdated processes and unclear organisational structures.
The NPI process delivered significant benefits, such as improved project visibility, cross-functional collaboration, risk mitigation, and better visibility of upstream and downstream dependencies. It also fostered consistency across business units and upskilled employees. Despite challenges such as cultural evolution and change fatigue, a comprehensive change management strategy ensured successful adoption. The implementation was structured in four stages: baselining the lead product, defining the end-to-end process, initial embedding, and continuous improvement. This approach positioned Fortescue Zero for sustainable success while maintaining their innovative ethos.
Read also:
See how MIGSO-PCUBED powered another step in Fortescue Zero’s innovation strategy with Roadrunner - transforming a mining truck to fully electric in just 22 months.
Thank you to Jamie May and Krish Rengaraju for contributing to this article.
Interested in working with us?
As a customer-first consulting firm, we take pride in our client relationships. That’s why our focus is to be your Project Management partner, working with you to find the best solution for your needs.
When you contact us, we ensure every message is read, thoughtfully considered, and passed to the right person. Our Business Managers are ready when you are!
