This thesis examines the strategic positioning of Accenture’s newly established GenAI Studio in Eindhoven, with an emphasis on internal alignment, strategic positioning, and delivering value to clients. The research identifies the challenges encountered by small-scale, AI-focused initiatives within large multinational service companies and proposes a comprehensive roadmap to optimize the Studio’s operations. A multi-phase approach integrates a literature review—encompassing alignment, AI adoption, and innovation ecosystems—with qualitative data from 21 stakeholder interviews.

The resulting roadmap unfolds in three stages: (1) establishing a clear strategy, budget, and cohesive team structure; (2) transitioning from demos to paid Proofs of Concept (POCs) while strengthening cross-functional capabilities; and (3) scaling AI implementations through global partnerships and robust networks. Key findings highlight the importance of clarifying ownership, fostering collaboration across departments, and maintaining ongoing stakeholder engagement.

By underscoring how internal alignment and strategic positioning can accelerate AI adoption in industrial contexts, this thesis contributes to existing scholarship on AI innovation centers and organizational strategy. The proposed roadmap provides a structured means of bridging the gap between AI’s theoretical potential and concrete business outcomes, using the Eindhoven GenAI Studio as a model for similar endeavors. The study’s findings also emphasize the significance of continuous evaluation, agile adaptation, and stakeholder-driven improvements in rapidly evolving AI environments. Ultimately, the research demonstrates that cohesive internal processes, complemented by strategic ecosystem partnerships, are crucial for fully harnessing AI’s transformative impact in manufacturing and beyond.