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 Association of Natural Rubber Producing Countries (ANRPC) recently hosted a high-level delegation from the Rubber Development Division of the Ministry of Plantation and Commodities Malaysia at the ANRPC Secretariat. Led by Peter Dennis of Malaysia’s Rubber Development Division, the group met with ANRPC Secretary-General Dr Suttipong Angthong and his team.

The discussions centred on essential industry issues, particularly the vital importance of achieving stable rubber prices for the benefit of producers and the broader market. Conversations further delved into analysing recent market trends and their consequences for global production and trade dynamics.

This engagement highlighted the ongoing necessity for cooperative action to address sectoral challenges, advance sustainability and ensure resilient growth in the face of variable economic conditions.

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Bridgestone Americas has unveiled its latest flagship winter tyre, the Blizzak IcePeak, which will launch nationwide in May 2026. This new tyre is distinguished as the first from Bridgestone to achieve both the rigorous 3-Peak Mountain Snowflake and Ice Grip certifications, marking a significant advancement in winter performance. Designed to cater to a broad range of vehicles – including sedans, minivans, CUVs, SUVs and trucks – the IcePeak will replace the Blizzak WS90 and DM-V2 models. It will be available in 107 sizes, ultimately covering approximately 97 percent of the US light-duty vehicle market, with the majority of sizes ready at launch.

The tyre’s development centres on delivering superior winter traction alongside improved durability and efficiency, leveraging the company’s ENLITEN technology. This integration aims to lower rolling resistance for better fuel economy and extend tyre wear life, offering long-term cost savings for drivers. Internal testing indicates the IcePeak surpasses the wear life of its predecessors while maintaining effective traction. Its compatibility extends to conventional, hybrid and electric vehicles, emphasising its modern engineering.

Key to its performance is a suite of specialised technologies. Bridgestone’s patented MultiCell compound is engineered to enhance stopping power on ice, a claim validated by the official Ice Grip certification. This certification requires performance on ice to exceed a standard reference tyre by at least 18 percent in braking tests. For snow traction, the tyre employs optimised tread blocks and full-depth 3D sipes to create additional biting edges, helping vehicles gain grip and reduce spin.

Building upon the Blizzak lineage, which spans nearly four decades of innovation, the IcePeak introduces refined design elements. Its optimised compound is formulated for added durability across multiple winter seasons without sacrificing grip. A newly unified global tread pattern incorporates several critical features: strategically placed sipes are angled to maximise the gripping edge, protrusions on tread blocks prevent water intrusion on ice and micro-grooves help clear the thin water film that forms on icy surfaces. Together, these features aim to provide drivers with reliable control in wet, snowy and icy conditions, advancing the brand’s reputation for winter safety and performance.

Ian McKenney, Senior Product Manager, Bridgestone Americas, said, “Our Blizzak tyre lineup moves from strength to strength, continually raising the standard for impressive winter weather control. With the application of ENLITEN technology, we are able to expand the tyres’ performance envelope in all directions while also delivering greater durability and reduced rolling resistance, while promoting a focus on enhanced sustainability.”

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Citira, a circular tyre management provider, is introducing a nationwide emergency tyre service in Sweden for commercial fleets, a strategic move to become a comprehensive tyre management partner. Named Citira 24/7 Däckjour, it provides a dedicated contact point for heavy vehicle operators needing immediate assistance, day or night.

This service connects customers to an established, quality-assured network of professional tyre workshops across the country. By utilising pre-assembled replacement wheels ready for immediate deployment, the system ensures rapid on-site repairs to maximise vehicle uptime and minimise operational disruptions.

Clients also benefit from predictable, agreed-upon pricing and consolidated billing, which simplifies administration and enhances budget control. This integrated offering is designed to streamline daily operations, reduce downtime and deliver a more seamless support experience for truck and bus companies.

Göran Bengtsson, Head of Sales at Citira Sweden, said, “This is an important milestone for us to be to able offer our Swedish heavy vehicle fleet customers. This has been frequently requested to us, and we are happy to be able meet the demand, providing a new level of reliability and convenience for our customers.”

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Michelin has unveiled the X-Ice Snow+ tyre, a premier winter product designed to meet the heightened demands of modern, unpredictable winter weather. This new offering provides increased performance and durability over its predecessor, specifically engineered to tackle severe seasonal challenges. Its advanced FLEX-ICE 3.0 tread compound optimises braking performance across a spectrum of conditions, including ice, snow and both wet and dry roads, ensuring reliable control during freezing rain or on treacherous black ice.

The tyre's proven tread design delivers superior start-up traction in deep snow compared to three leading competitors and offers strong lateral grip for stability on slick, icy corners. Beyond immediate safety, the X-Ice Snow+ is built for long-term value and efficiency. It achieves an extended tread life, lasting more than 26 percent longer than key rival tyres. Furthermore, through a specialised low-energy-loss compound that minimises rolling resistance, it delivers up to 34 percent better efficiency, which supports fuel savings and extends electric vehicle range without sacrificing winter traction. Passenger comfort is enhanced by proprietary Piano Acoustic Tuning Technology, a system engineered to reduce road noise for a quieter ride.

Available for dealer order starting in May 2026 for the winter selling season, the Michelin X-Ice Snow+ tyre will be produced in 15- to 23-inch sizes to accommodate a broad range of vehicles, including sedans, CUVs, SUVs, pickups and both hybrid and electric models.

Omer Waysman, Vice President – B2C Marketing, Michelin North America, Inc, said, “For more than 130 years, Michelin has continued to push the boundaries of innovation by improving our technologies to meet the needs of mobility across the globe. With the new Michelin X-Ice Snow+ tyre, we have taken everything drivers loved about the previous generation tyre and improved key areas. This new tyre delivers excellent winter performance, longer-lasting durability and greater efficiency, giving drivers a dependable advantage when the weather is at its worst.”

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