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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Comerio Ercole is set to make a significant impact on the global stage in 2026 with its participation in two major industry exhibitions. The company will showcase its latest advancements at both Chinaplas 2026 and Tire Technology Expo 2026, highlighting a comprehensive portfolio designed to enhance precision, productivity and sustainability in polymer processing.

At Tire Technology Expo, Comerio Ercole will present integrated systems tailored for the tyre industry, focusing on high-performance rubber calendering and digital intelligence. A flagship solution is the TRIPLE 4-roll calendering unit. Its innovative "S" configuration provides remarkable flexibility by enabling the processing of both textile and steel cord, as well as the production of rubber sheeting, all within a single line. The system’s capability for simultaneous lamination ensures high precision and product stability while minimising defects. Downtime is a critical factor in tyre production, and the patented FASTEEL system directly addresses this. By automating the steel cord change process, it dramatically reduces changeover time from hours to minutes, allowing the line to continue running during preparation and thereby maximising plant availability and operator safety. Following the calendering process, the SUPERCUT system guarantees clean, precise transversal cuts for both steel and textile-reinforced rubber, integrating guillotine and high-speed rotary blades to minimise waste and streamline downstream winding.

Simultaneously, at Chinaplas 2026, taking place in Hall 2.1 at Stand C85, the company will place a strong emphasis on its patented HYDROPLUS concept for PVC and plastic calendering. This technology suite is engineered to deliver micrometric precision and robust process stability through advanced hydraulic controls. Central to this is HYDROGAP, a system that achieves exceptional thickness uniformity with high-resolution gap positioning. Complementing this are HYDROSAFE, which ensures rapid roll separation for ultimate protection, and HYDROTHERM, a feature that intelligently compensates for thermal expansion to maintain precise gap settings during fluctuating operational temperatures.

Beyond mechanical innovation, the company is driving digital transformation with its CELEMETRY and MINERV-AI platforms. CELEMETRY focuses on sustainability by converting production data into actionable insights for environmental reporting and energy optimisation. MINERV-AI captures and standardises operational expertise through artificial intelligence, supporting more effective maintenance protocols, training procedures and overall operational consistency. Through these combined efforts at both exhibitions, Comerio Ercole is demonstrating a holistic approach to advancing the plastics, rubber and tyre industries.

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The seventh edition of Trelleborg Tires’ Tractor Driver of the Year competition took place at the Cremona Circuit in Italy on 28 February 2026, drawing 50 skilled participants from across the nation. Held at a venue renowned for its professional standards, the event has become a fixture in the agricultural calendar, offering a platform for drivers to demonstrate their expertise while experiencing advanced tyre technology in practical scenarios. After a demanding day of challenges, Francesco Coppe emerged victorious, distinguished by his exceptional precision and versatility across the various disciplines.

The competition featured a series of exercises designed to assess core abilities, including manoeuvring, loader operation, reverse driving and trailer handling, culminating in a field regularity test. Throughout these tasks, participants directly observed the benefits of Trelleborg’s ProgressiveTraction technology, which aims to boost traction, reduce soil impact and enhance overall efficiency. This year, Fendt joined as the technical partner, supplying the machinery for the event. The tractors used, such as the Fendl 300 Vario Gen5, 500 Vario Gen4 and 800 Vario Gen5 models introduced in 2025, exemplified how modern agricultural engineering supports operators in achieving high performance with comfort and ease, both on road and in the field.

Daniela Gambatesa, Marketing Manager Italy, Trelleborg Tires, said, “The ‘Tractor Driver of the Year’ once again confirms its position as a landmark event for the agricultural sector: a unique opportunity to celebrate expertise, innovation and professionalism. This 7th edition recorded a remarkable participation of tractor drivers, highlighting the growing importance of the initiative. A key highlight of the event was the new ‘5,000 Hours of Guaranteed Performance’ campaign dedicated to ProgressiveTraction® treads, originally launched in July 2025 and now featuring a customised look for Fendt tractors equipped with VarioDrive technology. This initiative allows us to prove in real working conditions the long-term durability and efficiency of our tyres, offering tangible support to agricultural professionals in their daily operations. The collaboration with Fendt as technical partner further reinforces our shared commitment to excellence, combining advanced technology with high-performing solutions for the industry.”

Silvia Uderzo, Advertising & Sales Promotion Specialist, Fendt Italia, said, “Fendt has believed in the ‘Tractor Driver of the Year’ project since its early editions, reflecting the trust and importance we attribute to this initiative. Taking part again this year represents a valuable opportunity to enhance the skills of tractor drivers and to demonstrate how the technology, performance and comfort of our machines play a decisive role in improving operational efficiency. The partnership with Trelleborg Tires confirms our shared commitment to delivering increasingly high-performing and sustainable solutions to agricultural professionals, combining innovation with close attention to their real operational needs.”

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Pirelli is all set for the Australian Grand Prix, where a new era of Formula 1 begins with more uncertainties than any season opener in recent history. The 2026 cars, fundamentally redesigned in both power unit and aerodynamics, have completed nine days of pre-season testing across Barcelona and Sakhir, but Albert Park will offer the first genuine opportunity to assess their true potential. For the Italian manufacturer, this weekend represents far more than routine tyre supply; it is about observing how an entirely new generation of machinery interacts with its products on a familiar yet demanding street circuit.

The tyres brought to Melbourne reflect the sport's broader evolution, featuring a reduced contact patch and smaller overall diameter while retaining the 18-inch rim architecture. The full range spans five slick compounds, from C1 to C5, alongside Intermediate and Full Wet options. For Albert Park, Pirelli has selected the three softest compounds, C3, C4 and C5, continuing a strategy employed over the previous two seasons. The 5.278-kilometre layout, winding around a lake, combines fast straights with low and medium speed corners that do not place extreme thermal demands on the rubber. Degradation here typically results from mechanical wear rather than heat buildup, largely due to the smooth asphalt surface comprising public roads. Last season, minor graining appeared on dry days but remained at very low levels.

Friday practice will offer the first indications of how teams approach unlocking their cars' potential. Pirelli anticipates close observation of how squads balance performance simulations with longer runs, particularly regarding thermal management across both axles. The significant energy delivered by new power units to the rear axle creates an asymmetry requiring careful correction, especially in qualifying. Teams are expected to experiment with tyre blanket temperatures and preparation lap strategies to achieve optimal operating windows.

Predicting race strategies involves multiple variables unique to this opening round. Individual car loads will determine whether the softest compound can feature meaningfully in race stints on a circuit considered relatively low in severity. Overtaking presents another consideration, as Albert Park remains challenging for passing despite recent modifications. The introduction of Overtake mode could prove significant here, potentially reshaping tactical approaches.

Weather adds further complexity, with the race falling in early autumn, one week earlier than last year, bringing potential temperature swings and rainfall. Intermittent showers dramatically influenced the 2025 race, won on Intermediate tyres, and similar conditions remain possible.

Melbourne celebrates the 40th anniversary of the Australian Grand Prix this year, marking its 29th occasion as host since replacing Adelaide in 1996. Michael Schumacher holds the record with four victories, followed by Jenson Button and Sebastian Vettel with three each, while 21 other drivers have won here, including reigning champion Lando Norris. McLaren leads constructors with 12 wins, one ahead of Ferrari.

This season also launches a collaboration between Pirelli Design and renowned designer Denis Dekovic, creating 15 special-edition podium caps for selected grands prix. Each cap draws inspiration from host country traditions through dedicated colours and materials. The collection begins in Australia, where podium finishers will wear caps inspired by the southern hemisphere sky and the stars of the Australian flag, available on the Pirelli e-commerce platform.

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Italian bicycle tyre manufacturer Vittoria has expanded its premium road tyre lineup with the introduction of the Corsa PRO Speed in a new 700x30c (30-622) format. This latest addition directly responds to requests from WorldTour professional teams and reflects the shifting priorities in contemporary high-performance road cycling, where riders continuously seek marginal gains in speed, aerodynamics, comfort and overall efficiency.

The new 30 mm model joins the established Corsa PRO family, Vittoria’s flagship range defined by its supple 320 TPI cotton casing. Within this series, each variant serves a specific racing purpose: the Corsa PRO Speed is engineered for outright velocity, the standard Corsa PRO offers versatility for general racing and the Corsa Control is built for challenging conditions. The new 30 mm iteration of the Speed model aims to bridge the gap between aerodynamics and ride quality.

Building on technology introduced with the 2025 Corsa Wide Rim series – a 29 mm tyre co-developed with Team Visma | Lease a Bike to minimise micro-turbulence on wider rims – this new 30 mm tyre is designed to deliver tangible benefits in grip and comfort without sacrificing speed. The increased air volume and larger contact patch provide superior traction, particularly in wet conditions, while also absorbing road vibration for a smoother ride. This setup aligns perfectly with modern road bike frames, which now commonly accommodate wider tyres.

The Corsa PRO Speed 30 mm is positioned as a pure performance tool for elite competition. It is intended for fast, smooth asphalt in events like time trials, triathlons and high-speed road races. By offering this size, Vittoria aims to enhance the racing experience for both professionals and serious amateurs, further cementing its reputation as a leader in road tyre innovation.

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