TL;DR

Sonepar, a global leader in B2B electrical distribution, was undergoing a broad digital transformation, which includes a push toward online sales and operational efficiency.

I led a project that introduced design thinking across multiple operating companies in Asia, not just as a training, but as a catalyst for cultural and process change. The goal is to help teams spot and solve business challenges using prototyping and testing before committing major resources.

The Situation

Sonepar’s transformation mandate was to improve digital maturity, increase online transactions, and report measurable operational efficiency. But many operating companies were stuck - overwhelmed by complexity, unsure where to start, and hesitant to commit resources to solutions that might not work.

We didn’t need another top-down directive. We needed a way to unlock local ownership and quick wins.

The Insight

There was an opportunity to use design thinking as a strategic wedge:

• Help teams reframe business-as-usual problems

• Identify low-hanging fruit worth testing

• Build internal confidence to iterate and improve

This wasn’t just about tools. It was about permission to think differently.

What I Did

• Framed design thinking as a mindset, not a methodology - linked directly to Sonepar’s digital goals

• Partnered with practitioners to deliver hands-on training from real business scenarios

• Coached execs, heads of departments, and field staff to apply the process on real workflow issues

• Focused on prototyping + testing - teams built small proofs of concept before investing in full rollouts

• Facilitated insight-gathering through interviews and process mapping to ground ideation in reality

(This project is a live prototype to see if the approach works.)

Why It Worked

• Created common language around problem solving across teams and levels

• Gave teams a safe way to test ideas without waiting for full IT approval or funding

• Unlocked “quick win” projects that proved value without big risk

• Influenced P&L owners to think differently about how change could happen

And most importantly: the teams kept using the tools after the pilot. They trained others. They embedded it in their processes.

What This Showed Me

Transformation is a series of confidence-building experiments. You can’t force mindset change, but you can design the conditions for it to emerge.