Change and impermanency is the common denominator of all phenomena and processes in nature, which include human activities as well. Heraclitus, the 5^th Century BC Greek philosopher, has said that no man can step into the same river twice. This statement from Heraclitus means that the world constantly changes and that no two situations are exactly the same. Just as water flows in a river, one cannot touch the exact same water twice when one steps into a river. This view has been affirmed by Lord Buddha around the same period.

In fact, the challenge of change can be considered as the key driver in all the human endeavours across history and the main motivating factor of business strategies that have evolved through the four industrial revolutions spanning form the mid-18^th century to the present day of mass digitalisation. The four principles of change management at any level – be it personal, family, workplace, company or a country – are:

• Understand the change
• Plan the change
• Implement the change
• Communicate the change

Some of the significant contributors to the management of change which resulted in the emergence of new approaches and working models that became popular during the past 50 years can be enumerated as:

• Lewin’s Change Management Model
• McKinsey 7S Model.
• Kotler’s Change Management Theory
• Nudge Theory
• ADKAR Theory
• Bridge’s Transition Model
• Kubler-Ross Five Stage Model

There are many schools of thought around managing organisational change, but there's one thing that's clear. Change managers need to structure their organisational changes and need to avoid 'ad hoc' change management. They need to look at organisational change from a programmatic perspective, leverage subject matter experts around the impacts of change and look at the ‘change beyond the change’. 

Corporate change has always been associated with leadership, and Jack Welch, the master of transformational leadership, has once quoted that “good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion.”

Notwithstanding the tremendous utility value of these approaches, I have witnessed the beginning, growth, decline and final exit of some great business empires in Sri Lanka, which could not survive up to the third generation. Similarly, there are exemplary business organisations, the roots of which can be traced back in history to a single person who started with a few rupees and later developed in to corporate giants that are thriving through the third generation. It is therefore apparent that there are no hard and fast norms or standard ground rules, but an emerging factor is the importance of the people at all levels, despite the benefits of automation and digitalisation. Success and failure episodes are abundant throughout the world and corporate graveyards are cluttered with casualties.

Change and business strategy are always closely interlinked without clear boundaries. The ‘Art of War’ – which is attributed to the ancient Chinese military strategist Sun Tzu (around 5^th century BC) – remains the most influential strategy text in East Asian warfare and has influenced both Eastern and Western military thinking, business tactics, legal strategy, lifestyles and beyond.

The Covid-19 outbreak, which started around two years ago and developed in to a devastating pandemic, has brought about years of change in the way companies in all sectors and regions do business. The entire world scenario which we currently witness is reminiscent of the opening paragraph of ‘A Tale of Two Cities’, an 1859 historical novel by Charles Dickens.

“It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us, we were all going direct to Heaven, we were all going direct the other way – in short, the period was so far like the present period, that some of its noisiest authorities insisted on its being received, for good or for evil, in the superlative degree of comparison only.”
 

The Coronavirus has rapidly made ‘business as usual’ a phrase from the distant past. There is no ‘usual’ in this uncertain time. But organisations that outmanoeuvre uncertainty create a resilience they can count on, irrespective of the changes that come

. We’ve all changed the way we operate during the Covid-19 crisis. Some changes were forced on us, while others represent the height of innovation in a crisis. There’s been a reset of the workforce and work itself, a reset of the employer/employee relationship and a reset of the business ecosystem. For most of them, the business impact of the pandemic has been negative; for some, positive. 

The pandemic may have wiped our strategy slate clean (or at least it feels that way), but we have also garnered invaluable experience. Now it’s time to bring together our executive team and use those lessons to reconfigure the business and operating models for a new reality. It appears that in addition to the conventional 3Rs (reduce, reuse and recycle), with respect to resource consumption and sustainability, a set of new 3Rs, namely respond, recover and renew, has emerged during the Covid-19 crisis.

As we shift from response to recovery, the key for senior leaders is to make strategic decisions that will lead them to a renewed future state, however paralysing the uncertain outlook may seem. We can borrow a leaf from the strategy and tactics of the Covid-19 virus itself in learning how to adapt for survival by adopting new paradigms, namely producing more virulent strains such as the Delta variety.

In the absence of a 100 percent effective vaccine or cure for Covid-19, any rebound in business activity could easily be followed by another round of response, recover, renew; so the imperative is to absorb lessons learned quickly and build sustainable changes into business and operating models.

But first, we need to determine exactly where and how the crisis has stretched and broken our existing models, and where the risks and opportunities lie as a result. When talking about risks and opportunities, I cannot help going back to the basics of ISO 9001:2015 Quality Management System (QMS) requirements which expect a company to evaluate the external and internal issues (Clause 4.1), expectations of interested parties (4.2), determining the risks and opportunities (6.1) and planning for change (6.2). In some of the companies that I happen to audit, the priority given to these is at a minimum or no priority given at all apart from stagnant records which do not show any objective evidence of monitoring and review.

However, one important factor we have to consider is that everyone – irrespective of whether it is an individual, family unit, organisation or a country – is on various stages of their unique learning curves, and the strategic horizons have drastically become shorter. Business and strategy planning is no longer an elite task shrouded with mystery and confined to the corporate managers only in their air conditioned rooms but a task to be accomplished in consultation with those who are finally going to implement the strategies and plans. While the Japanese Genba (the actual place) approach is more than 50 years old, it is mostly confined to operational levels, which is rather unfortunate. This crisis has created an opportunity to reset some of our goals and ambitions; it’s time to ask: “As we recover from this crisis, do we want to be different, and if so, how?”

One can see that many companies are in the recovery mode at the moment and trying to do damage control based on profit motive, which is understandable. The entire social, cultural and ethical models and paradigms have changed drastically, and the entrepreneurs need to realise that they are no longer operating in the pre-Covid era. Drastic changes have occurred in the entire supply and value chains with changing customer preferences.

The following quote attributed to many, including Eleanor Roosevelt, a former First Lady of United States, is appropriate to be cited here:

“There are people who make things happen, there are people who watch things happen, and there are people who wonder what happened.” 

Change and impermanency is a fact of life, more so today, and if we do not change, change will change us. After all, it was the mathematical genius of the 20^th Century, Albert Einstein, who once observed that:

“Insanity is doing the same thing over and over again and expecting different results.”

We can’t keep doing the same thing every day and expect different results. In other words, we can’t keep doing the same workout routine and expect to look differently. In order for our life to change, we must change – to the degree that we change our actions and our thinking, to the degree that our life will change.

The author a Management Counselor from Sri Lanka

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Tana Oy, a Finnish environmental technology company specialising in manufacturing mobile solid waste shredders, screens and landfill compactors, is expanding its customer support in Norway. The company has entered into a partnership with Vest Assistanse, designating them as a new aftermarket service provider.

This collaboration ensures that TANA machine operators across the country will have access to reliable and efficient maintenance and technical support. Vest Assistanse brings a strong local presence and a team of experienced service professionals, positioning them to deliver swift response times and high-quality field service. Their expertise is aimed at helping customers maintain optimal machine performance and maximise operational uptime.

This strategic appointment reflects Tana’s sustained commitment to the Norwegian market. By strengthening its local service network, the company is enhancing its ability to provide comprehensive after-sales care, ultimately reinforcing its dedication to superior customer service and operational efficiency throughout the region.

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Falken has entered the 2026 summer season with notable achievements in independent tyre evaluations, securing strong ratings for three distinct models. The high-performance AZENIS FK520, versatile ZIEX ZE320 and electric vehicle-focused e.ZIEX each demonstrated their capabilities in assessments conducted by leading automotive clubs and specialist media.

The ultra-high-performance AZENIS FK520 earned high praise in the sportauto summer tyre test, receiving an overall Very Good rating. With a total score of 8.6 out of 10 across all categories, it positions itself among top contenders in its class. The tyre achieved perfect 10 out of 10 points for exceptionally short braking distances on both wet and dry surfaces. Its handling, lateral grip and comfort also received commendable scores. The publication distinguished it as best value for money, highlighting its blend of performance and affordability.

In the Automobile Club of Germany (AvD) test, the Falken ZIEX ZE320 secured a Very Good rating and finished fifth among 15 competitors in the 215/55 R17 size. It delivered outstanding wet performance, earning high marks between 4.4 and 4.6 out of 5 for aquaplaning resistance, cornering stability and braking. The tyre maintained consistent dry performance and was noted for low noise levels. In the Greenovation category, it received a Good rating for efficient rolling resistance and low weight.

The e.ZIEX achieved a Good overall rating in the auto motor und sport summer test. With 7.2 out of 10 points in wet conditions and 8.4 on dry roads, it demonstrated balanced and secure performance. Exceptional ride comfort and very low interior noise, both scoring a perfect 10 out of 10, were particular highlights. Testers described it as an efficiency recommendation for electric vehicles, praising its quiet, predictable handling.

These test results demonstrate Falken's technical expertise and product evolution, reinforcing the brand's commitment to quality as the summer season approaches.

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Kumho Tire USA has confirmed its return as a sponsor of the home plate signage programme for the 2026 Major League Baseball season, appearing in six stadiums nationwide. This marks the brand’s second consecutive year participating in the initiative, which aims to strengthen visibility among consumers, clients and retail partners.

The selection of ballparks was based on strategic market analysis, prioritising regions with strong growth potential for brand recognition. By securing rotational digital signage directly behind home plate, the company ensures consistent exposure to both live audiences and televised broadcasts, enhancing its presence in high-impact settings.

Kumho Tire will feature its brand at the following stadiums:

• Angel's Stadium: Anaheim, Calif.
• Busch Stadium: St. Louis, Miss.
• Chase Field: Phoenix, Ariz.
• Citizens Bank Park: Philadelphia, Penn.
• Comerica Park: Detroit, Mich.
• Great American Ball Park: Cincinnati, Ohio

These locations enable deeper collaboration with local dealer networks and increase the company’s footprint in areas vital to its long-term goals. Through this targeted investment, Kumho Tire reinforces its commitment to community engagement while advancing broader objectives in key US markets.

Ed Cho, CEO, Kumho Tire USA, said, “We are thrilled to continue our significant presence in America's favourite pastime, leveraging rotational stadium signage in six key markets with high growth potential. This initiative not only elevates Kumho Tire's visibility and strengthens our position as a premium brand alternative but also creates valuable opportunities for our dealer partners to capitalise on increased local recognition.”

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Hankook Tire reinforced its brand presence on the global stage as the Semifinals of TGL presented by SoFi Season 2 took place on 17 March 2026 at the SoFi Center in Florida. Serving as the inaugural Official Tyre Partner and a Founding Partner of the league, the company leveraged this platform to highlight its premium identity. By embedding advanced technological solutions within the sports entertainment sector, Hankook aligned itself with the principle of ‘Technological Innovation’ promoted by Hankook & Company Group Chairman Hyunbum Cho. This strategy effectively communicated a progressive and contemporary brand image to audiences spanning 150 countries.

The competition unfolded as a high-intensity doubleheader featuring the regular season's top four teams. In the opening matchup, the No. 2 seed, Los Angeles Golf Club, faced Atlanta Drive GC, the tournament’s 2025 champion and No. 3 seed. Although Atlanta initially held an advantage, Los Angeles secured a 6-4 victory to advance. After trailing 4-3 at the conclusion of the Triples session, Los Angeles mounted a comeback in Singles by claiming three consecutive points. A pivotal moment came when Justin Rose levelled the score on the 10th hole before taking the lead with a birdie on the fourteenth, ending Atlanta's pursuit of consecutive titles.

The second semifinal featured the regular-season leader, Boston Common Golf, against Jupiter Links GC. This contest attracted widespread attention due to the participation of golf stars Rory McIlroy and Tiger Woods in a high-stakes playoff atmosphere. Jupiter Links emerged victorious with a 9-5 win after a competitive Triples session. In Singles, Max Homa secured decisive victories over McIlroy in both of their encounters, propelling his team into the Final Series for the first time.

Both winning teams are set to compete in the Finals, a best-of-three series scheduled for 23 and 24 March 2026 at the same venue. As the season approaches its conclusion, Hankook Tire continues to connect with international audiences through elite sporting events. The company sustains a diverse global sports marketing strategy, encompassing partnerships with the UEFA Europa League, UEFA Conference League, Borussia Dortmund and Al Ittihad. Additionally, its role as an official partner in premier motorsport series like Formula E and the World Rally Championship underscores its commitment to demonstrating technological leadership.

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