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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The Goodyear Highway Hero Award is actively seeking nominations to honour the exceptional bravery of commercial truck drivers. The programme, now in its 42nd year, recognises those who perform courageous acts that extend far beyond their typical job responsibilities to aid others and enhance public safety on North American highways.

To qualify for consideration, a nominee must hold a current Commercial Driver's License and drive an eligible vehicle, which includes long-haul trucks, vocational and infrastructure trucks and non-lifesaving emergency vehicles with rim sizes exceeding 19 inches. The incident must have taken place within the United States or Canada during the 2025 calendar year while the driver was officially on duty.

The nomination period remains open until 31 January 2026. Submissions require a detailed account of the event and are made through Goodyear’s dedicated online portal. Following a review of all entries, a panel of judges will evaluate the approved nominations to select one winner and up to two finalists. The grand prize winner will receive a cash award and a ride aboard the Goodyear Blimp, while the finalists will also be granted monetary prizes. The recipient of the award will be officially announced in early 2026.

Joe Stuglis, Vice President, Commercial Sales North America, Goodyear, said, "Truck drivers are the unsung heroes of our roads and communities. For more than four decades, the Highway Hero Award has celebrated those who step up in critical moments to protect others. We're proud to continue this tradition and shine a spotlight on their inspiring stories."

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The Indian Tyre Technical Advisory Committee (ITTAC) has made a proposal to Tyre Retreaders Education Association (TREA) for mandating certain standards that will improve the quality of retreads.

Speaking to Tyre Trends about the move, a source privy to the developments explained, “We have sought TREA’s views on mandating the retread standards and we are currently awaiting their formal response on the subject. Once an agreement is reached with TREA, a formal proposal will be submitted to BIS for consideration. At present, the retread sector is largely unorganised with more than 10,000 retreaders operating. Once the applicable standards are mandated, all retreaders will be required to comply with the relevant BIS standards and mark their products with the BIS certification marks.”

“Considering the large number of retreaders operating in the market, enforcing retread standards will be a significant challenge for BIS,” he added.

As per an ICRA report, the Indian retreaded market was valued between INR 580 billion and INR 600 billion with a cumulative annual growth rate of 7–9 percent between FY23-26. As the market continues its projected trajectory, quality and efficacy become paramount not only to bolster recognition and usage but also to make a name at the global level.

The documents that were accessed by Tyre Trends signal a major restructuring of test procedures and physical property norms across key retreading standards.

At the centre of the exercise is remarks from Central Institute of Road Transport (CIRT), supplemented by inputs from a major tread maker, covering four foundational BIS retread standards, namely IS 15725, IS 15753, IS 15524 and IS 9168.

TREA members are yet to assess proposed updates to the physical-property criteria for uncured rubber including tread, belt, undertread, base and cushion gum compounds.

The technical work on retread-casing standard IS 15704 represents the most sensitive part of the proposal. Furthermore, ITTAC has partially aligned Indian requirements with ECE R109, the European regulatory benchmark.

Key alignments include widening allowable outer-diameter growth for tyres with section widths above 305 millimetre, raising permissible deviation from two percent to 3.5 percent for high-aspect-ratio radial tyres and four percent for bias-ply constructions.

ITTAC also endorsed the addition of a one percent deviation allowance for snow tyres, consistent with R109 clause 7.1.5.2.

The recommendations in the proposal also contains inputs from Michelin Tyres. The company had proposed a full R109-based clause on minimum material thickness above the breaker for diagonal-ply casings.

ITTAC did not accept the full wording, arguing that IS 15704 already covers requirements for both radial and bias tyres, but acknowledged that the minimum 0.80 millimetre non-repair spot thickness must be explicitly stated to prevent accidental exposure of the belt package during buffing operations, informed the source.

Alluding to how these changes will be incorporated, he noted, “As far as process is concerned, like in case of new tyres, retreader will apply to BIS for getting the license. After reviewing the application, a BIS auditor will visit the retreading facility and collect samples for testing at BIS-authorised laboratories. The laboratories will conduct tests as specified in the standard and submit their reports to BIS. If the sample successfully meets all requirements, a license is issued to the retreader, allowing them to mark their retreaded tyres with the applicable ISI mark.”

India’s retreading sector now stands at a defining crossroads. The push by ITTAC to formalise and mandate BIS standards marks a decisive shift from a largely fragmented landscape to one governed by measurable, certifiable quality benchmarks.

For more than 10,000 retreaders, the transition will not be easy as compliance, auditing and testing will demand new investments, capabilities and mindsets.

Yet, this transformation also presents an unprecedented opportunity. Standardisation could elevate Indian retreads from a cost-driven alternative to a globally credible, technically assured product category.

As TREA prepares its response and BIS gears up for the next drafting phase, the onus now lies on industry players to embrace this moment. If executed well, the reforms could not only improve safety and performance but also position India as a competitive force in the international retreading arena.

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Linglong Tire has recognised its top-performing global dealers at a five-day event in London, bringing together partners from several regions as the Chinese manufacturer seeks to strengthen its international distribution strategy.

Dealers from Australia, El Salvador, Egypt, Finland, Italy, Poland, Turkey and Uzbekistan were among those invited. The company said participants were selected for achieving the highest sales of Linglong Group products in the first half of 2025, covering its core Linglong range as well as regional brands such as Atlas Tires in Australia and Benchmark in Turkey.

The event included corporate and product briefings, during which Linglong awarded certificates to all attendees. Several dealers also presented their own business strategies, outlining how they position the brand in their respective markets. Linglong said the exchanges enabled participants to compare marketing approaches and share regional insights.

The programme concluded with a group visit to a Premier League match between Chelsea FC and Arsenal FC. Linglong is a global tyre partner of Chelsea and is represented on LED boards at all home games at Stamford Bridge.

Shandong Linglong Tire Co., founded in 1975, operates seven research centres and seven manufacturing bases, including facilities in Thailand and Serbia. The company employs more than 19,000 people and supplies tyres to over 200 vehicle-production sites worldwide. It retains a presence in original equipment supply for manufacturers including Volkswagen, Audi and BYD.

Linglong said it intends to continue evaluating potential sites for future overseas capacity as part of its long-term global expansion strategy.

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European replacement tyre demand was broadly stable in the third quarter of 2025, although overall volumes remain weaker than last year as economic softness and rising imports continue to weigh on the market, according to new figures from Tyres Europe.

The industry association said sales across the consumer segment — which includes passenger cars, SUVs and light commercial vehicles — were flat in the quarter and down slightly in the first nine months of the year. Adam McCarthy, Secretary-General of Tyres Europe, said: “Tyre markets were generally stable in the third quarter of 2025, although demand in the Truck & Bus tyre segment remained weak. Data for the first three quarters shows tyre volumes generally lower than the same period in 2024.”

The data point to an ongoing shift in consumer purchasing patterns. Sales of summer car tyres declined, while demand for all-season and winter products continued to rise. McCarthy added that “demand for car tyres is clearly shifting from summer tyres toward all-season and winter products”.

Truck and bus tyres recorded a sharper downturn. Third-quarter declines followed similar weakness earlier in the year, reflecting subdued freight activity and stronger competition from imports. Year-to-date sales fell about 1 percent. McCarthy noted that the segment’s performance “reflect[s] subdued economic activity across the region and an increase in imported tyres”.

Agricultural tyre volumes remained well below pre-pandemic levels, though quarterly figures were broadly stable. Moto and scooter tyres showed modest growth.

The update highlights significant changes in the region’s import landscape. Imports of passenger car and light truck tyres into the EU27 and UK rose 10 percent in the first eight months of 2025, although growth slowed sharply after a strong end to 2024 and early 2025. China retained a dominant market share of more than 70 percent, but Vietnam’s exports expanded rapidly from a low base, exceeding volumes from India. Truck and bus tyre imports increased nearly 14 percent, with Thailand and Vietnam accounting for more than half of extra-European shipments. China lost share and fell to third place.

Underlying mobility trends also point to a mixed recovery in tyre usage. Miles travelled by light vehicles across Europe are expected to surpass pre-pandemic levels in 2025, but car mileage in Western Europe will not fully recover until 2026 or later, according to the analysis. Truck mileage remains closely tied to GDP growth but has lagged behind owing to efficiency gains, larger vehicles and structural shifts in the European economy.

The report also emphasised regulatory barriers that continue to affect the recycling sector. Tyres Europe and Recycling Europe repeated their call for harmonised EU-wide End-of-Waste criteria for rubber derived from end-of-life tyres. “Standardised End-of-Waste criteria will boost demand for high-quality secondary raw materials and reduce dependence on virgin resources,” said McCarthy.

Tyres Europe represents 13 manufacturers whose global sales account for 70 per cent of the worldwide tyre market and collectively operate more than 70 production sites and over 20 research centres in Europe. The sector supports almost 500,000 jobs across the EU.

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