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

Comments (0)

ADD COMMENT

Link Copied!

Ironman Tires, a brand owned by Hercules Tire and Rubber Company (HTR), a wholly owned subsidiary of American Tire Distributors, has unveiled the All Country HT 4S, marking the brand's entry into the all-weather highway terrain segment. Engineered for daily drivers, this new model delivers reliable traction throughout the year, improved ride comfort and consistent performance in diverse conditions. It represents an expansion of the established All Country family, now offering a highway-focused option that integrates sophisticated tread architecture and advanced material science.

A key distinction of the All Country HT 4S is its Three-Peak Mountain Snowflake certification, achieved through a specialised all-weather compound without sacrificing longevity or value. The tyre’s intricate tread pattern, developed using advanced modelling, enhances wet road handling and braking while contributing to a smoother ride. Its construction is tuned to sharpen steering response and minimise road noise thanks to a carefully arranged tread block design and simulated pitch sequencing that reduces vibration at higher speeds.

The tyre's capability is supported by four wide circumferential grooves and 3D siping, which work together to expel water and provide grip on snow and ice. Built for both daily commutes and long-distance travel, the HT 4S aims to balance comfort with all-season security. Initially launching in 27 sizes, with a total of 46 planned, it carries a 600 UTQG rating, indicating a focus on treadwear. Ironman backs the model with a comprehensive protection plan that includes a 60-month policy against defects, road hazard coverage and a 55,000-mile (approximately 88,513 km) warranty, reinforcing its commitment to dependable and affordable products.

Keith Calcagno, Chief Strategy Officer, Proprietary Brands, American Tire Distributors, said, “The All Country HT 4S brings all-weather confidence to the highway terrain segment. These tyres are designed for drivers who want a quiet, comfortable ride with dependable traction in rain and snow – all at a value they can trust.”

Comments (0)

ADD COMMENT

Link Copied!

Firestone AG, a division of Bridgestone Americas, has broadened its Maxi Traction and Radial Deep Tread 23° tyre portfolios with new sizes engineered specifically for the latest generation of John Deere tractors. The expanded lineup was introduced at the Commodity Classic 2026 show, reflecting a parallel development process with John Deere’s recent machinery innovations, which assures growers of reliable performance from a trusted tyre brand. Now included in the RCI Group 50, the range features the flagship VF480/95R54 size, a 90-inch-tall tyre with a load capacity of 16,100 pounds (approximately 7,302 kg).

Engineered for superior ground contact, the Radial Deep Tread 23° ensures steady traction through optimised lug-to-soil interaction. In contrast, the Maxi Traction tyre, frequently used on front axles, delivers extended tread life and increased load potential. For certain sizes, Very High Flexion technology is offered, enabling farmers to operate at lower inflation pressures. This expands the tyre's footprint, boosts traction and plays a vital role in reducing harmful soil compaction. Availability for these new sizes is scheduled to begin 1 May 2026.

Bill Durivage, Senior Agricultural Product Strategy Manager, Firestone Ag, said, “This expansion takes our most established row crop fitment and carries it forward. By strengthening load capacity and incorporating our VF technology, we’re ensuring the tyres continue to support the performance, efficiency and soil management expectations of today’s tractors.”

Comments (0)

ADD COMMENT

Link Copied!

Superteam Wheels, a prominent Chinese manufacturer of carbon fibre bicycle wheelsets, has entered into a significant three-year strategic alliance with GCN Italia, the Italian arm of the internationally acclaimed cycling media outlet, Global Cycling Network (GCN). This initiative follows the brand's successful partnerships with GCN's French and Spanish channels established in 2025. By now collaborating with all three major GCN platforms serving France, Spain and Italy, Superteam Wheels is strategically reinforcing its presence within core European markets. This concerted effort represents a vital step in the company's broader plan to deepen its global footprint, particularly across Southern Europe.

Under the terms of this new partnership, Superteam Wheels intends to capitalise on GCN Italia's substantial regional influence across leading global social media networks such as YouTube, Facebook, Twitter and Instagram. The collaboration will drive comprehensive brand promotion and the development of co-created content tailored specifically for these platforms. The joint initiatives will focus on producing a diverse array of original material, which is set to include professional assessments of carbon fibre wheelsets designed for road and gravel cycling, authentic local riding experiences and thorough explorations of fundamental carbon fibre technologies.

The content strategy is designed to resonate with the unique perspectives and interests of Italian cycling enthusiasts, effectively demonstrating the technological expertise and intrinsic value of Superteam products. Ultimately, the partnership aims to not only bolster the brand's connection with this key audience but also to further ignite the passion for cycling among enthusiasts both within Southern Europe and across the global community.

Chris Zeng, Overseas Business Manager, Superteam Wheels, said, "Italy is the heart of global cycling, with profound heritage and discerning enthusiasts. GCN Italia is our key bridge to connect Superteam's Chinese carbon fibre expertise with local riders. Building on our 2025 partnerships with GCN France and Spain, this collaboration further strengthens our presence across Europe. We are committed to delivering high-performance, cost-effective wheelsets, enabling more cyclists to experience the exceptional performance of our carbon fibre technology and become part of the European cycling story.”

Dario Esposito, Business Director International, GCN Italia, said, "I hope this solution is appreciated by both parties and that we can expand our valuable partnership to GCN Italia.”

Comments (0)

ADD COMMENT

Link Copied!

Kumho Tire USA is set to intensify its commitment to the SUV and truck market by taking a prominent role in a series of off-road events throughout 2026. Following its successful appearances in 2024 and 2025, the company plans to use these gatherings as a platform to boost brand visibility, demonstrate the capabilities of its specialised Road Venture tyre line and forge stronger connections with off-road enthusiasts.

This strategy reflects a focused effort to engage with the growing community of SUV and truck owners. By participating directly in these enthusiast-driven events, the company creates a valuable opportunity to present its products firsthand. This approach allows Kumho to reinforce its standing as a premium alternative that balances exceptional quality and performance with affordability.

The 2026 tour is scheduled to commence at the Overland Expo SoCal in March. A newly designed 80-foot marketing truck and trailer will be the centrepiece of Kumho’s presence at various stops along the tour. This mobile exhibit will offer interactive displays, distribute branded merchandise and prominently feature the Road Venture lineup, which includes the RT, AT52 and MT71 models. Engineered for challenging terrain, this tyre series is recognised for its robustness, reliable performance and comprehensive warranty. Attendees will also have the chance to speak with company ambassadors on-site, who can provide personalised guidance to help drivers select the most suitable Road Venture tyre for their specific vehicle and driving needs.

Kumho Tire’s full 2026 off-road event schedule is listed below:

• Overland Expo SoCal: 14–15 March, Costa Mesa, Calif.
• Jeep Beach: 17–26 April, Daytona Beach, Fla.
• Overland Expo West: 15–17 May, Flagstaff, Ariz.
• Overland Expo PNW: 26–28 June, Redmond, Ore.
• New Jersey Jeep Invasion: 10–12 July, Wildwood, N.J.
• New Jersey Bronco Invasion: 17–19 July, Wildwood, N.J.
• The Smoky Mountain Bronco Stampede: 14–16 August, Pigeon Forge, Tenn.
• The Smoky Mountain Invasion: 20–22 August, Pigeon Forge, Tenn.
• Off-Road Expo: 3–4 October, Costa Mesa, Calif.

Ed Cho, CEO, Kumho Tire USA, said, "We are incredibly excited to bring our dedicated Road Venture product line directly to off-road enthusiasts at major events like Overland Expo and Jeep Beach in 2026. Building on our initial involvement since 2024, this year's expanded presence demonstrates our commitment to the segment and marks a significant milestone in Kumho Tire's strategy to strengthen connections with SUV and truck consumers."

Comments (0)

ADD COMMENT

Link Copied!