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

The Yokohama Rubber Co., Ltd. has initiated the full-scale deployment of a proprietary generative artificial intelligence system, which became operational in August 2026. This advanced platform employs Retrieval-Augmented Generation (RAG) technology to sift through the company’s extensive internal repository of technical documentation. The primary objective is to furnish development engineers with rapid and precise access to critical information, thereby streamlining decision-making processes in areas such as material innovation and tyre design.

This system represents a significant expansion of Yokohama Rubber’s existing HAICoLab AI framework, first established in October 2020. While the company had previously introduced AI tools for predicting rubber properties, generating novel compounds and assisting mould design, a persistent challenge remained in efficiently navigating the vast collection of regulatory texts, manuals, reports and case studies that constitute essential domain knowledge. The new generative AI system was developed specifically to address this gap, enabling swift retrieval of pertinent data aligned with specific development goals.

In practice, engineers pose questions tailored to their project’s specific context and the AI searches for the most relevant information from internal records to formulate its answers. To further refine accuracy, an integrated AI agent interprets the user’s intent and autonomously cycles through planning, information retrieval and evaluation steps. Moreover, the system provides direct links to the original source documents, allowing staff to confirm the validity of the AI-generated responses and incorporate them into their analytical and strategic work. This functionality effectively integrates accumulated technical knowledge into the HAICoLab-driven development environment.

Concurrent with these technological advancements, Yokohama Rubber is actively cultivating digital transformation personnel proficient in utilising the HAICoLab platform. The company remains committed to enhancing the system’s capabilities and leveraging its internal data and intellectual assets to foster the creation of innovative products, processes and services moving forward.

Linglong Tire has expanded its European summer tyre portfolio for light commercial vehicles with two new offerings under its subsidiary brands, Leao Tire and Crosswind Tire. Following the spring introduction of the Linglong Dura Master Van, the company has now launched the Crosswind Dura Peak Van and the Leao Nova-Force Van 2. This marks Crosswind's first entry into the summer van tyre segment, while the Nova-Force Van 2 succeeds its well-regarded predecessor.

Engineered specifically for vans, motorhomes and light trucks, both tyres emphasise durability, fuel efficiency and enhanced driving performance. Their new construction integrates optimised tread patterns and wider footprints to reduce wear and extend mileage. An innovative silica-based compound lowers rolling resistance for significant cost savings, a critical factor for commercial operators. The reinforced carcass supports heavy loads, while advanced sipe technology, combined with the tread compound, shortens wet braking distances and improves handling on both wet and dry surfaces.

Manufactured exclusively at Linglong's advanced facility in Zrenjanin, Serbia, each tyre line is available in 29 sizes ranging from 12 to 17 inches, with orders now being accepted. Development took place at the European Development Center in Hannover, with validation testing conducted at the Idiada circuit in Spain and the group's Sino Asia proving ground in China. These strategic choices underscore Linglong's commitment to European-quality engineering and rigorous performance standards for its commercial vehicle offerings.

Looking ahead, Linglong plans to complete the van tyre ranges for both Crosswind and Leao Tire with the introduction of new winter and all-season tread patterns scheduled for late 2026. This upcoming expansion will further solidify the group's comprehensive year-round coverage in the light commercial vehicle segment across its brand portfolio.

Wencheng Liu, Head of Product Management, Linglong Tire, said, "With the new Crosswind and Leao van tyres, we are expanding our range in the field of light commercial vehicles and offering a high-performance solution for both businesses and private households. Both tyres combine high mileage with safety and efficiency – crucial factors for cost-conscious families and entrepreneurs who use their vehicles on a daily basis."

India’s tyre exports rose 16 percent year on year to INR 77 billion in the first quarter of FY2026–27, despite geopolitical uncertainty, supply-chain disruptions and elevated input and logistics costs, according to the Automotive Tyre Manufacturers’ Association (ATMA), citing data from the Ministry of Commerce.

The April–June performance builds on a record export value of INR 273.12 billion in FY2025–26, indicating sustained external demand for Indian-manufactured tyres.

Passenger car radial (PCR) tyres led the growth, with export value increasing 21 percent during the quarter.

Arun Mammen, Chairman of ATMA, said: “The significant growth in tyre exports during the first quarter represents a strong start to the new financial year. It reflects the growing acceptance of Indian-manufactured tyres across discerning global markets and the sustained investments made by the industry in technology, capacity, product development and quality.”

Europe was a key growth driver, with exports to the region rising 25 percent to INR 30.03 billion in the quarter, accounting for nearly 40 percent of total tyre exports. The US remained the single largest export destination, contributing 16 percent of overall export value. Indian tyres are exported to more than 170 countries.

India’s global presence is also supported by tyres supplied as original equipment on vehicles manufactured domestically and exported worldwide.

ATMA said improved market access through trade agreements and supportive export policies could help the industry sustain momentum and strengthen India’s position as a global tyre manufacturing and export hub.

The Indian Rubber Materials Research Institute (IRMRI) recently announced the appointment of Professor (Dr) Abhijit Bandyopadhyay as its new Director. In a tete-a-tete with Tyre Trends, he delves into his top priorities and IRMRI’s roadmap under his leadership.

What will be your top priorities as the new director of IRMRI?

I have a list of four priorities. The first is to transform IRMRI from a testing and certification centre into an innovation hub that integrates research, technology development, scale-up engineering, innovation and commercialisation for the tyre and non-tyre rubber industries. The second priority is developing technologies for EV tyres. While automakers are using lightweight polymer composites and foams to offset battery weight, advancing EV tyre technology will remain a key focus.

Thirdly, to undertake autonomous research that benefits industry beyond traditional rubber compounds, covering plastics, rubber-plastic blends, advanced polymer systems and other emerging materials. Finally, internationalise IRMRI by establishing MoUs with global industries and academic institutions.

Sustainability and circularity are becoming central themes across industries. How do they fit into your vision for IRMRI?

Sustainability should not be viewed as a separate objective; it must be embedded in every project we undertake. Every technology we develop should inherently follow sustainable principles. The introduction of Extended Producer Responsibility (EPR) has fundamentally changed the tyre industry’s responsibilities by making manufacturers accountable for the waste generated by their products.

This naturally increases the importance of reclaimed rubber, rubber crumb, recycling technologies and broader circular economy practices. Today, applications for reclaimed materials remain limited and expanding their use will become an important research area.

How will you strengthen collaboration between IRMRI, academia and industry?

IRMRI has always supported industry through its testing services but its contribution to research and development can become much stronger. At present, academia and industry operate with very different priorities. IRMRI is uniquely positioned to bridge this gap because it already has advanced facilities in Chennai, Thane and the Eastern Centre, with new centres coming up in Tripura and Delhi.

Building on existing collaborations at the Thane Centre, IRMRI should expand partnerships with universities, IITs and industry beyond rubber technology into areas such as mechanical engineering, machine design, sustainable rubber processing, simulation, modelling, artificial intelligence and other multidisciplinary fields to strengthen both its research capabilities and national stature.

What are the biggest challenges facing India’s rubber and tyre industry today?

The industry’s biggest challenge is sustainability, particularly recycling, devulcanisation and compliance with EPR. While significant progress has been made in developing rubber and polymer products across numerous industries, recycling remains a major technological hurdle.

The same challenge extends beyond rubber to composite materials. Although material development has advanced considerably, achieving efficient, commercially viable recyclability remains one of the industry’s greatest unresolved problems.

What do you expect to be the biggest challenges in your new role at IRMRI?

I have worked closely with industry for the past 16 years and almost all of my current research projects are industry-sponsored. I understand industrial expectations, priorities and ways of working, so adapting to the industry itself will not be difficult.

The real challenge will be transforming IRMRI from a testing institute into a research and innovation institute. Achieving this will require a clear roadmap, well-designed policies and systematic implementation with some trial and error along the way.

How do you see AI and digital technologies accelerating rubber materials research?

AI, simulation, modelling and digital engineering will become integral parts of IRMRI’s future development strategy rather than standalone initiatives. Artificial intelligence is fundamentally a form of data science. It involves developing computational models and predictive systems that help researchers analyse data more intelligently and efficiently.

Computation, simulation and modelling are becoming increasingly important. The tyre industry already relies heavily on these tools because modern tyre development would be almost impossible without them. However, the non-tyre rubber industry has not yet adopted them to the same extent. Simulation and modelling also contribute engineering efficiency, reducing development costs, optimise manpower deployment and enable better product design before physical prototypes are built.

How can IRMRI strengthen its testing capabilities to meet future industry requirements?

IRMRI already has strong testing facilities for existing technologies, but the rapid growth of electric vehicles makes specialised EV tyre testing an important priority.

We also need to evaluate whether current testing protocols adequately assess EV-specific requirements such as acoustic performance, vibration characteristics and other parameters beyond rolling resistance. Where gaps exist, IRMRI will develop new testing methodologies and standards tailored to EV tyres.

What emerging technologies and materials should IRMRI focus on in the coming years?

Sustainability and next-generation materials must be major priorities. As bio-composites and natural-material-based rubber products gain importance, standardised testing methods for many rubber-polymer bio-composites are still lacking. Developing reliable performance evaluation standards for these materials while strengthening capabilities in recycling, devulcanisation and circular economy technologies will help Indian manufacturers meet global quality standards.

Material innovations, particularly in solution-grade Styrene-Butadiene Rubber (SBR), will also require advanced testing, reinforcing IRMRI’s vision of becoming an innovation-driven institute.

How can IRMRI help Indian manufacturers meet global quality standards?

Helping Indian manufacturers meet increasingly demanding global quality and performance standards begins with addressing the industry’s biggest technological challenges, which is recycling, devulcanisation and circular economy requirements. If IRMRI can develop technologies in these areas, it will benefit both the rubber and non-rubber industries.

As an NABL-accredited institution, IRMRI also has a unique advantage over most universities, whose testing and certifications, while technically credible, are generally not accepted for commercial compliance. Now that IRMRI has been recognised as an institute, it will strengthen its independent certification capabilities and establish itself as a nationally and internationally respected authority for testing and certification.

Does India need stronger collaborative testing programmes?

Yes. India needs a more structured ecosystem that brings together research institutes, OEMs, raw material suppliers, manufacturers, universities and IITs throughout testing and product development. IRMRI should become the platform that connects academia’s knowledge-driven research with industry’s application- and product-oriented approach, accelerating innovation.

Internationally, this model has proven successful through industry-sponsored academic programmes that create a continuous pipeline of research, skilled talent and commercial innovation. India has some examples of such collaborations, but they remain scattered and should be expanded significantly.

How do you plan to change the industry’s perception of IRMRI?

One of my biggest objectives is to fundamentally change how both the tyre and non-tyre industries perceive IRMRI. Today, the institute is primarily viewed as a testing laboratory. Testing will always remain an essential function, but I want IRMRI to be recognised as much more than that.

My vision is for IRMRI to become an innovation hub where research, technology development, product innovation, industrial problem-solving, scale-up engineering, commercialisation, multidisciplinary collaboration and advanced materials research all come together. Changing that perception will take time, but we will build that bridge eventually.

What opportunities do you see for retreading technology?

Retreading has enormous potential but also significant technical challenges because it involves bonding a new tread to an already vulcanised tyre. While unvulcanised rubber is naturally tacky, vulcanisation removes this property, making two vulcanised surfaces difficult to bond.

Strong adhesion requires roughening both surfaces for mechanical anchorage followed by specialised adhesives and carefully controlled processing. Since India’s retreading industry remains fragmented, advancing retreading technology will be a key focus, particularly for its sustainability and resource conservation benefits.

Looking ahead, what will define the success of IRMRI?

Success, in my view, will not be measured by the number of tests conducted or certifications issued but by whether IRMRI becomes an innovation-driven institute. That means undertaking autonomous research, developing industry-focused technologies, strengthening academia-industry collaboration and more.

Indian manufacturers compete globally. Ultimately, I want IRMRI to be recognised not just as a testing centre but as one of India’s leading innovation hubs for rubber, polymers, advanced materials and sustainable industrial technologies.