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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In a strategic move to deepen its engagement in the Middle East, Hankook Tire, along with Al Dobowi Tyre Company, the official distributors of Hankook in UAE since 1978 under Al Dobowi Group, has entered a three-year official partnership with the celebrated football club Al Ain FC, effective January 2026. The alliance was formally inaugurated at Al Ain’s Hazza Bin Zayed Stadium. This collaboration aims to significantly elevate Hankook’s premium brand stature on a global scale by connecting with the club’s vast regional fanbase and leveraging prominent marketing channels, such as stadium LED advertising.

Al Ain FC, founded in 1968 and currently leading the 2024/2025 season, is the most decorated club in the UAE, boasting numerous domestic and continental titles. Partnering with such an institution provides Hankook a powerful platform to reinforce its market leadership. The sponsorship strategy includes exclusive initiatives like a VIP Hospitality Program and the Ainawi Membership season cards, designed to foster closer sales relationships and deliver distinctive experiences to stakeholders across the region.

This partnership builds upon Hankook's established efforts to cultivate a premium image in the Middle East and Africa, underscored by the introduction of its high-performance Ventus evo tyre series and its role as an original equipment supplier for luxury automotive brands in the local market. Simultaneously, Al Dobowi Group continues to enhance its advanced service infrastructure, aiming to surpass customer expectations at every touchpoint and further strengthen consumer engagement alongside Hankook.

Jong Woo Kim, Vice President – Middle East & Africa Regional HQ, Hankook Tire & Technology, said, “We are delighted to enhance communication with local customers and consumers and expand brand touchpoints through this partnership with Al Ain FC, a representative club of the UAE. Based on our global technical leadership, we will continue to share Hankook Tire’s premium value across the Middle East.”

Surender Singh Kandhari, Chairman, Al Dobowi Group, said, "Al Ain FC is a symbol of success, and we are honoured to join this journey. This partnership brings together three brands standing for performance and long-term commitment."

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Citira, a Sweden-based company specialising in circular tyre management, has announced a definitive strategic step in its ambition to become a leading, integrated provider in the Northern European circular tyre ecosystem with the acquisition of Tyrefix. The agreement, executed on 20 January 2026 and expected to close imminently, secures a robust and scalable operational foundation for Citira in the United Kingdom, representing a core pillar of its geographic expansion.

Tyrefix is renowned for its four decades of specialised service excellence. The company operates a nationwide fleet delivering on-site tyre management, repair and replacement exclusively for off-highway and earthmoving machinery, a sector where equipment uptime, worksite safety and service reliability are non-negotiable for its industrial clientele.

This transaction is fundamentally value-driven. It provides Citira with immediate access to Tyrefix’s established national network, its deeply entrenched customer relationships and its unique mobile service expertise. The integration of this proven model is anticipated to generate significant commercial synergies and cross-selling opportunities across Citira’s broader portfolio, enhancing service offerings for all customers.

Post-closure, Tyrefix will continue its operations under the trusted Tyrefix brand, preserving its customer-facing identity and its experienced management team, including Oliver Johnson, Jon Pitman and Steve Bareham, who will transition to become co-owners within the Citira group. The transaction facilitates a full exit for the current investment company, Literacy Capital, and other minority shareholders, transferring ownership to Citira and marking a new chapter of growth.

David Boman, CEO, Citira, said, “I am very happy to welcome Oliver, Jon, Steve and the entire Tyrefix team to Citira. Tyrefix’s model is unique and has shown great success during several decades, and still has potential for growth across current and new market segments. With Oliver at the helm, I am confident that our expansion into the United Kingdom will become another success story of Citira.”

Oliver Johnson, CEO, Tyrefix, said, “Joining Citira allows Tyrefix Group to advance our already strong market position in off-highway tyre services while providing additional solutions to minimise vehicle downtime. By becoming part of a larger organisation, Tyrefix Group gains access to additional resources and increased opportunities to accelerate our growth plans.”

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Apollo Tyres Ltd has launched the Vredestein Perfect Tour+, a new urban bicycle tyre designed for reliability across diverse conditions. Engineered for daily commutes and longer tours, this tyre accommodates both traditional and electric bicycles, including higher-speed pedelec models, as confirmed by its full ECE R75 certification. This ensures its capability to handle increased loads and velocities while maintaining safety and comfort.

A key focus of the design is enhanced durability, achieved through a robust 5-mm puncture-protection layer. This reinforcement substantially diminishes the likelihood of flats from road hazards. For consistent performance in varied weather, the tyre utilises a specialised Optimum Silica Processing (OSP) compound. This technology provides secure grip on wet, slippery or snowy surfaces by improving the bond between silica and rubber, offering reliable traction even in colder temperatures.

Further contributing to its all-weather performance is a refined V-shaped tread pattern, which promotes stable roadholding without sacrificing efficiency. This design works to reduce rolling resistance, facilitating smoother and faster rides. The Vredestein Perfect Tour+ will be available from March in multiple sizes commonly used for touring and commuting, such as 50-559 and several 622 diameter options.

Nic Knippers, Divisional Head – Vredestein Two Wheel Tyres, Apollo Tyres Ltd, said, “The Perfect Tour+ continues our long tradition of developing touring products that combine safety, durability and reliable everyday performance. With its upgraded protection and advanced compound technology, it provides riders with even more worry-free kilometres of riding, whether they’re commuting or touring, and is fully able to harness the enhanced torque delivered by e-bikes and speed pedelecs.”

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Cabot Corporation has completed the acquisition of Mexico Carbon Manufacturing S.A. de C.V. from Bridgestone Corporation, following regulatory approvals, the US-based materials group said on Monday.

The transaction, first announced in August, brings the Mexican carbon black producer, known as MXCB, into Cabot’s global manufacturing network. Financial terms were not disclosed.

Cabot has long supplied reinforcing carbon products to Bridgestone, and said the acquisition would further strengthen the relationship between the two companies.

The MXCB facility is located near Cabot’s existing site in Altamira, Mexico. Cabot said the addition would expand its production capacity, improve operational flexibility and allow the manufacture of a wider range of reinforcing carbon products to serve customer demand and future growth.

Sean Keohane, President and Chief Executive Officer of Cabot Corporation, said the acquisition marked “a significant step forward” in the company’s strategy to grow its core businesses.

“By adding the MXCB facility to our global network, we are expanding our manufacturing capabilities, enhancing supply reliability for our customers, and positioning Cabot for long-term success,” Keohane said. “We are excited to welcome the MXCB team to Cabot and look forward to building on our strong partnership with Bridgestone as we continue to deliver industry-leading reinforcing solutions around the world.”

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