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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Bridgestone’s newly launched Total Cost of Ownership platform emerged as a central attraction at this year’s Road Transport Expo, where fleet operators gathered to examine how customised data analytics can refine logistical expenditures. The tool, which made its premiere at the Stoneleigh event, drew thousands of attendees eager to explore the practical applications of operational metrics in minimising fleet-related outlays. Organisers recorded a total turnout of 13,325 visitors, a significant portion of whom engaged directly with Bridgestone’s commercial team to assess the platform’s capabilities.

The TCO Calculator allows transport companies to input their specific performance data, generating individualised cost comparisons that move beyond generic industry benchmarks. This tailored approach enables managers to pinpoint potential savings and make commercially sound choices based on their unique operational profiles. Concurrently, the booth featured ongoing presentations of Bridgestone’s broader portfolio, including premium truck tyres, Bandag retreading systems, Fleetcare services and Webfleet’s digital tools, all of which sustained a steady flow of professional inquiries throughout the event.

Product highlights included the ECOPIA with ENLITEN technology, promoted for its fuel-saving attributes, and the Duravis line, engineered for extended mileage and reduced early tyre removal. Bandag’s retread offerings also drew considerable attention, underscoring the industry’s shifting focus towards sustainable practices that prolong casing life and diminish waste. These presentations reinforced the message that performance need not be sacrificed for ecological or economic benefits.

The exhibition underscored Bridgestone’s broader strategy of lowering total ownership costs through an integrated mix of tyre manufacturing, retreading, telematics and expert consultation. Additional Webfleet innovations, such as AI-powered Fleet Advisor, connected cameras and PRO Driver Terminals, highlighted the role of interconnected technology in boosting safety and regulatory compliance. The positive reception of the TCO platform confirmed that data-centric decision-making is rapidly becoming a cornerstone of modern transport management.

David Almazan, Head of Region and Commercial Business Unit Director, said, “RTX proved to be a fantastic opportunity to meet with customers and have meaningful conversations about the challenges they're facing. There was a real appetite to explore new ways of reducing operating costs, and the response to Bridgestone’s new Total Cost of Ownership platform. The number of visitors wanting to understand how the tool works and how it can be applied to their own operations showed us that fleets are increasingly looking beyond individual products and taking a broader view of total operating costs. That's exactly what the TCO tool has been designed to support.

“RTX continues to be one of the UK's most important events for the commercial vehicle sector, and this year's show demonstrated just how engaged the industry is in finding smarter, more sustainable ways to operate. The quality of conversations we had throughout the three days was exceptional. It wasn't simply about introducing new products; it was about working alongside fleets to understand their businesses and identify practical solutions that deliver long-term value. That's exactly where Bridgestone can make a real difference.”

Alex Crane-Robinson, Webfleet Regional Director, UK and Ireland, said, “The conversations we had at RTX highlighted the growing importance of our technology in helping operators manage increasingly complex and demanding operations. By giving fleets clearer visibility of their vehicles, drivers and day-to-day performance, data insights can help them identify opportunities to improve efficiency, support compliance and control costs. RTX offered a valuable opportunity to demonstrate how Webfleet can help operators use these insights to make faster, better-informed decisions.”

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The Bundeskartellamt has levied fines totalling EUR 11.9 million against Maxxis International GmbH, Best4Tires Berlin GmbH and Reifen Müller GmbH & Co. KG, alongside an individual responsible for the infractions. Maxxis, functioning as the exclusive German importer for Taiwanese manufacturer Cheng Shin Rubber, supplies tyres under its own brand and the CST label, while the other two firms operate as domestic wholesalers.

The proceedings originated when a competing wholesaler disclosed the restrictive practices to the authority and agreed to cooperate fully. The allegations centre on a coordinated scheme to control pricing within the German wholesale market for Maxxis and CST tyres. At the end of 2015, Maxxis, responding to commercial pressure from wholesalers including the predecessor of Best4Tires Berlin and Reifen Müller, initiated margin guarantee contracts that assured fixed profit margins on each tyre sold, later extending similar deals to nine additional distributors.

Central to the arrangement was a tacit agreement that wholesalers would avoid price leadership and adopt only a defensive sales posture, particularly on the Tyre24 online platform. Maxxis concurrently deployed a price moderation framework that prescribed recommended resale prices, continuously monitored actual market prices via buyer accounts on the platform, and systematically intervened against perceived underpricing. This system persisted until July 2024, when the company abandoned the practice and terminated all remaining margin agreements following the cartel office’s intervention.

The authority also determined that the two wholesalers had actively pursued and benefited from these margin guarantees, with Best4Tires Berlin inheriting liability for its predecessor’s continuation of the anti-competitive behaviour after its 2022 acquisition. Mitigating factors in the penalty assessment included cooperation from Maxxis and Best4Tires Berlin, alongside settlements agreed by Maxxis and Reifen Müller. The fine orders remain subject to appeal before the Düsseldorf Higher Regional Court, which will conduct a full factual and legal review of the case.

Andreas Mundt, President, Bundeskartellamt, said, “Vertical price-fixing agreements tend to put consumers at a disadvantage as they often lead to excessive prices. The Bundeskartellamt vigorously prosecutes such practices, which have already been prohibited since the early 1970s. In any case, agreements guaranteeing distributors a certain margin violate competition law if, as here, they contain provisions on distributors’ selling prices, thereby restricting their freedom to set prices.”

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PT Tiga Berlian Mandiri (Tiberman), an Indonesian importer and distributor of tyres and wheels, used Tiberman Expo 2026 to showcase its expanding business portfolio, strengthen industry partnerships and launch a new renewable energy business.

Held at the company's Super Area in Gresik, East Java, the exhibition brought together representatives from more than 70 companies, government officials and international tyre suppliers. The event featured hundreds of tyre and wheel products and was hosted at one of Tiberman's 15 Super Areas across Indonesia.

Built around the company's philosophy, "We Provide Solutions", the exhibition focused on integrated business solutions for industries including transportation, logistics, mining, plantations, manufacturing and construction, rather than solely on product displays.

The event also served as a platform for collaboration between industry, government institutions and international partners. Visitors explored tyre and wheel solutions for commercial vehicles, trucks, buses, heavy equipment and specialised industrial applications, while Tiberman sought to strengthen customer relationships and support improvements in operational efficiency and reliability.

Alongside the exhibition, Tiberman Group inaugurated the second warehouse of PT Fie Min Logistics, its bonded logistics and warehousing subsidiary. Representatives from the East Java Regional Office of Indonesia's Directorate General of Customs and Excise officiated at the opening.

According to the company, the new facility will increase storage capacity, improve distribution across Indonesia and enhance customer service.

Tiberman also announced the launch of PT Ethlon Energy Indonesia, marking its entry into the renewable energy sector.

The new company will provide consulting, system integration and installation services for solar photovoltaic power systems, targeting mining companies, plantations, industrial operations and large corporate customers. Tiberman said the expansion reflects increasing demand for energy solutions that are more efficient, reliable and environmentally responsible.

The company said the move broadens its position from a product-focused business to an integrated solutions provider spanning tyres, wheels, logistics and renewable energy.

During the exhibition, Tiberman also received two recognitions from the Indonesian World Records Museum (MURI). The awards recognised what the company described as Indonesia's first tyre featuring a batik motif on its sidewall and the first tyre incorporating inspirational quotations into its tread design.

PT Tiga Berlian Mandiri said the exhibition reinforces its long-term strategy of expanding its distribution network, strengthening logistics capabilities and developing new business segments while supporting customers across multiple industries through its nationwide network of 15 Super Areas.

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Birla Tyres has officially joined the Automotive Tyre Manufacturers’ Association (ATMA), becoming the newest member of the leading industry body. The company, with its registered office in Kolkata, operates a large-scale manufacturing facility in Balasore, Odisha, which spans 195 acres and is dedicated to producing a diverse range of speciality tyres.

Based in New Delhi, ATMA represents major tyre manufacturers that account for more than 80 percent of domestic production. The association serves as a vital link between the government and the industry while also engaging with media, opinion leaders and international trade bodies to advocate for the sector’s perspectives.

ATMA actively participates in policy formulation and regularly consults with government departments on economic challenges affecting the industry. Its existing membership includes prominent firms such as MRF Tyres, JK Tyre & Industries, CEAT Ltd and Bridgestone India, the local subsidiary of the Japanese tyre giant.

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