FORVIA HELLA’S AI Transformation Strategy

Case A is set in July 2023. Jorg Harjes, Global Head of Marketing Independent Aftermarket (IAM) at FORVIA HELLA, a German automotive supplier, learns that senior management is considering making a large investment in Artificial Intelligence (AI). As part of the global Tier 1 automotive parts supplier FORVIA Group, the company operates in a low-margin industry that is undergoing rapid transformation. However, company data is fragmented and under-digitalised. Within IAM, marketing plays a critical role in dealing with consumers and distributors. The marketing team was already operating with limited resources and AI adoption would require additional training and redesigned work processes before productivity gains can be realised. Should Harjes commit the IAM marketing department to a full-scale AI rollout, focus on a limited set of pilot projects or delay investment until the technology matures?

Case B continues in January 2026. Following the company’s decision to proceed with its AI transformation, an AI committee is established with Harjes leading initiatives within IAM. After 18 months, results showed significant divergence. Marketing achieved the most significant results—AI produced high-quality materials while saving time and money. Product management made substantial progress using Copilot-based market research agents, customer-facing FAQ chatbots and AI-assisted product briefings. However, finance and logistics struggled with unreliable predictions, poor data quality and increased verification work. Meanwhile, the number of proposed projects across the division continued to grow, tightening already limited resources. Should Harjes continue to support experimentation across all functions or shift to a selective portfolio strategy?

This case may be used for undergraduate, postgraduate and executive education in strategy, operational management, digital transformation, or leadership classes. Learning objectives include assessing AI investment and adoption challenges; applying change management, innovation diffusion, Exploration and Exploitation and 4I frameworks; distinguishing technical, structural, cultural, and financial constraints and using the absorptive capacity concept.

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