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 U.S. Tire Manufacturers Association (USTMA) is convening its annual Tire Manufacturing Ambassadors programme this week, sending industry professionals to Capitol Hill to press lawmakers on policies supporting domestic manufacturing, road safety and sector innovation.

The two-day event, running from 24–25 June, brings together representatives from USTMA’s 11 member companies — including engineers, business managers and marketers — to meet with members of Congress and their staff. The discussions are expected to focus on key legislative priorities such as expanding tyre retreading in the U.S., advancing consumer safety initiatives, and passing a congressional resolution in support of National Tire Safety Week.

“The U.S. tyre manufacturing industry is a vibrant engine of innovation, enabling safe and sustainable mobility for consumers and businesses. Our industry is a cornerstone of the nation’s economy, supporting more than 800,000 jobs and keeping up with evolving consumer expectations on reliability, safety and environmental impact,” said Anne Forristall Luke, USTMA president and CEO.

The ambassadors, who live in the same communities where the industry operates, are set to highlight how national legislation impacts local jobs and infrastructure. USTMA members operate 55 manufacturing facilities across 16 states and contribute to a $170.6 billion annual economic footprint, the association said.

The event follows a letter sent by USTMA to Congressional leaders in February outlining the sector’s legislative agenda. The group is advocating for increased investment in tyre innovation, transparency measures for consumers, and job creation through infrastructure and sustainability-focused policies.

“Our Ambassadors represent the manufacturing workers who power the industry every day, and we are honoured by their advocacy for the tyre manufacturing industry and the communities it supports,” Luke added.

The initiative reflects USTMA’s broader push to align policymakers with the industry’s goals of maintaining global competitiveness while securing long-term growth for U.S. manufacturing.

Finnish tyre manufacturer Nokian Tyres has been recognised by TIME Magazine as one of the World’s Most Sustainable Companies 2025, ranking 98th on the prestigious global list of 500 companies demonstrating outstanding environmental and social responsibility.

The second edition of the rankings, compiled by TIME Magazine in collaboration with data firm Statista, evaluated companies based on verified sustainability commitments, including UN Global Compact membership and greenhouse gas emission reduction targets validated by the Science-Based Targets initiative.

Assessment criteria also included performance ratings from respected organisations such as CDP and MSCI, alongside evaluations of sustainable business practices, transparency, and environmental and social stewardship.

Nokian Tyres has positioned itself as a sustainability pioneer within the tyre industry, driving sustainable development both within its operations and throughout its value chain. The company’s environmental leadership dates back three decades, with its Finnish factory becoming the world’s first tyre manufacturing facility to achieve environmental certification in 1995.

“We create tyres that are safe, innovative and sustainable. Nokian Tyres has been a pioneer in sustainability in the tyre industry for over three decades. As early as 1995, our factory in Finland was the first tyre factory in the world to gain an environmental certification. We are proud of our track record and want our sustainability actions to have a meaningful impact. The most recent example of this is our new factory in Romania, the first full-scale zero CO2 emission tyre factory in the world,” said Paolo Pompei, president and chief executive of Nokian Tyres.

The company’s latest sustainability milestone is its new Romanian manufacturing facility, which represents the world’s first full-scale zero CO2 emission tyre factory, demonstrating Nokian Tyres’ continued commitment to environmental innovation in industrial manufacturing.

Chinese state-owned enterprise Sinochem has achieved a significant milestone, with its brand value surpassing 500 billion yuan for the first time, according to rankings released at the 22nd World Brand Conference in Beijing.

The World Brand Lab announced that Sinochem ranked seventh on its annual “China’s 500 Most Valuable Brands” list for 2025, with the company’s brand value climbing from 475.906 billion yuan in 2024 to over 500 billion yuan this year.

This marks the 22nd consecutive year that the Sinochem brand has secured a position on the prestigious ranking. The company’s property development arm, Jinmao, also featured prominently, placing 170th with a brand value of 74.186 billion yuan.

The World Brand Lab’s methodology evaluates brand worth through three key metrics: financial performance, brand strength, and consumer behaviour analysis, employing a “present value of earnings method” for valuation. The ranking is widely regarded as one of the most authoritative assessments in Chinese brand research.

Sinochem’s consistent performance has been particularly notable since 2004 when it first entered the top ten of the annual list. Following the establishment of China National Chemical Corporation on 8 May 2021, the enhanced Sinochem brand has maintained its seventh position for four consecutive years, demonstrating sustained growth in brand value and international market recognition.

The company attributed its success to implementing comprehensive brand management strategies aligned with government directives on brand development. Sinochem stated that it will continue to leverage high-quality brand building and valuable brand assets to strengthen its core functions and competitiveness, supporting the company’s long-term development objectives.

The World Brand Conference, now in its 22nd year, serves as a key platform for evaluating China’s corporate brand landscape and tracking the evolution of the country’s most significant commercial entities.

German tyre major Continental is significantly expanding its presence in the global market for ultra-high-performance (UHP) tyres. The company states that the UHP tyres are designed for safe and dynamic driving at high speeds and are available in sizes from 18 inches.

Between 2019 and 2024, the premium tyre manufacturer increased its worldwide sales of UHP tyres in the passenger car and light truck segment by approximately 15 percent. Over the same period, the share of UHP tyre sales across all Continental brands rose from 38 to 52 percent, and to 60 percent for the core Continental brand, up from 46 percent five years ago.

Edwin Goudswaard, Head of R&D, Continental Tires, said, “For us, ultra-high-performance tyres are much more than a technological flagship product – they are a strategic driver of innovation. Their development requires engineering of the highest standard, high-tech materials and precise testing and production processes. At the same time, they demonstrate our solid position in the premium segment and significantly contribute to Continental’s economic strength.”

UHP tyres are claimed to provide excellent grip, precise steering, strong brake performance and high driving stability, primarily used on powerful vehicles such as sports cars, SUVs and luxury saloons. The global demand for UHP tyres is projected to grow by around 9 percent annually until 2029, driven by the increasing popularity of SUVs and the electrification of powertrains. Continental is experiencing particularly high demand for UHP tyres in the Asia-Pacific region, especially in China.

The German brand currently offers UHP tyres across all product segments, including summer, winter and all-season tyres. The flagship product in its UHP portfolio is the SportContact 7. Since its global launch in 2022, the SportContact 7 has won 21 out of 24 independent tyre tests, boasting a success rate of over 87 percent.

The company stated that tyre testers have praised its ‘shortest braking distances under all test conditions’ and ‘very balanced and safe vehicle handling on dry roads and even better performance on wet roads compared with the competition.’ Its precise steering characteristics, reproducible driving responses and excellent grip during sporty driving have also received acclaim.

Continental continues to invest in the development of its UHP products, fostering close collaborations with vehicle manufacturers and tuning specialists like AC Schnitzer and Brabus.

"These partnerships enable us to transfer ideas from the high-performance segment to the mass market,” explained Goudswaard. The High-Performance Technology Centre (HPTC) in Korbach produces high-performance tyres for powerful and technologically sophisticated passenger cars and conducts rigorous testing under realistic extreme conditions.

The SportContact 7 has received original equipment approvals for various models, including the Porsche Panamera, Maserati Levante, Audi RS6 Avant, Polestar 3, BMW 5 Series and BYD Seal. The tyre is available in 120 sizes from 18 to 24 inches and has been developed for both electric and conventional vehicles.