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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Niutech Environment Technology Corporation (Niutech), a China-based company specialising in continuous pyrolysis technology for recycling waste tyres, plastics and oil sludge, is set to unveil its latest high-capacity industrial continuous intelligent pyrolysis plant at IFAT Munich 2026. The event will take place from 4 to 7 May at Messe Munich, where Niutech will be located at Hall B4, Stand 505. The company’s technology converts organic waste into valuable products such as recycled oil, carbon black and fuel gas, positioning pyrolysis as a cornerstone of the circular economy.

The new generation production line offers an annual capacity of 10,000 to 50,000 tonnes per unit, marking significant advances in operating efficiency, cost control and product quality. Niutech provides integrated recovery solutions for more than 30 types of organic waste, demonstrating proven adaptability and reliability. The company’s international project references span Europe, Asia, Middle East and South America, with continuous pyrolysis plants recently delivered to over 10 countries including Germany, United Kingdom, South Korea and Denmark.

At IFAT 2026, Niutech’s technical experts, project managers and international business team will offer one-stop technical consultation and professional customised feasibility assessments. The exhibition showcase will highlight completed projects and operational results from around the world, reinforcing Niutech’s role as a key enabler in waste resource recovery and international cooperation.

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Oak Group Holdings has reaffirmed its strategic growth ambitions following a transformative business update centred on the acquisition of Exhaust, Tyres and Batteries (ETB). The move makes Oak the sole owner of ETB, adding two wholesale sites and 52 retail shops across the Midlands, Wales and Southwest England to its existing portfolio.

With the acquisition complete, Oak is now prioritising improvements to stock availability throughout the ETB network to align with the high service standards characteristic of the family-run enterprise. Supporting this effort is the launch of Oak’s new 155,150 square feet storage and distribution hub in Newport, which can hold over 250,000 tyres. A dedicated fleet of heavy goods vehicles will enhance service and product access for brand dealers across the southwest and South Wales.

Financial and tax advisory services for the deal were provided by Grant Thornton, covering corporate finance and due diligence. Legal counsel was led by Michael Hudson of DLA Piper, while CG Professional, under managing partner Louise Myers, handled all employment aspects of the acquisition and continues to support Oak Group Holdings on a retained basis post-transaction.

Peter Cross, Commercial Director, Oak Tyres, said, “The first quarter of 2026 has been transformational for our family business in many ways. We have grown our wholesale network even further and we are working with the fantastic team at ETB to develop the service offer and stock availability to the retail trade across the region. We are committed to ensuring these developments enhance the quality service we always strive to deliver for our customers.”

Mike Tillson, Partner at Grant Thornton Corporate Finance, said: “It’s been a pleasure to work with Oak and the Cross family on this exciting and transformational acquisition. We are sure that the combined Group will go from strength to strength and that ETB will be successful into the future under their ownership.”

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Michelin has inaugurated PolMixLab, a new associated research laboratory (LabCom), on 22 April 2026, in collaboration with the National Centre for Scientific Research (CNRS), INSA Lyon, Lyon 1 University and Jean Monnet University. The primary objective of the joint initiative is to invent the rubber of the future by accelerating innovation in polymer materials for multiple industrial uses. The partnership leverages the combined scientific and industrial expertise of all parties to balance performance, durability, and energy efficiency.

Against a backdrop of ecological transition and rising industrial demands, polymer materials like elastomers are a critical research frontier. Their applications span automotive, aeronautics, healthcare and construction, requiring continuous improvements in durability, recyclability, energy sobriety and advanced functionality. To address these challenges, research teams from the Polymer Materials Engineering Laboratory – representing the CNRS, INSA Lyon, Lyon 1 University and Jean Monnet University – have joined forces with Michelin to develop next-generation polymer materials.

Academic and industrial researchers will pursue three main goals over the course of four years. The first involves reducing manufacturing energy for elastomers through digital simulation and improved blend quality. The second focuses on creating new elastomers that exceed current performance limits via innovative structures. The third aims to boost environmental performance by integrating short-loop recycling directly into the polymer formulation phase. The resulting rubbers are intended for strategic applications in mobility, medical devices, aeronautics and high-performance industrial equipment.

PolMixLab represents a structural initiative rooted in Michelin’s 130 years of materials science expertise, spanning chemistry, material transformation, composite design and use-case knowledge from basic research to industrialization. The laboratory marks the 10th active associated research laboratory between the CNRS and Michelin, underscoring a long-term commitment to reducing carbon footprints, extending material lifespans and optimising performance for contemporary industrial and environmental needs.

Mehdi Gmar, Chief Innovation Officer, CNRS, said, “The CNRS is pleased with the creation of PolMixLab, a new associated research laboratory with Michelin, a leading partner with which it has a longstanding relation of trust since the 1990s, one that is structured by a framework-agreement renewed multiple times and nearly forty collaborations each year. This associated research laboratory, which also includes INSA Lyon, Lyon 1 University and Jean Monnet University, marks a new stage in this cooperation by developing polymer materials that offer higher performance, and are more recyclable and sober in energy.”

Christophe Moriceau, VP – Advanced Research, Michelin Group, said, “With PolMixLab, Michelin is strengthening its ability to anticipate and accompany major industrial and environmental issues connected to materials. By combining our unparalleled expertise in materials science and polymer composites with the academic excellence of our partners, we strive to invent rubbers that offer higher performance and are more durable and sober in energy. This research indeed includes the development of materials from biosourced resources, as well as control over material life cycle assessment, with a view to creating innovative solutions offering reduced environmental impact in the service of mobility, along with numerous industrial applications beyond tyres.”

Bruno Lina, President, Lyon 1 University, said, “PolMixLab illustrates the capacity of Lyon 1 University to develop structural research partnerships where scientific excellence meets industrial and environmental issues. By mobilising our expertise in materials science alongside our academic partners and Michelin, we help develop innovative solutions for materials that offer higher performance and are more suitable for the uses of the future.”

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Hankook Tire, the exclusive tyre supplier to the FIA World Rally Championship (WRC), is supporting Round 5 of the 2026 WRC season, Rally Islas Canarias, taking place from 23 to 26 April across Spain’s Canary Islands. For the event, Hankook is providing its Ventus Z215 and Ventus Z210 tarmac rally tyres, with the former engineered for precise handling on abrasive asphalt and the latter designed for wet-road traction and water evacuation.

Celebrating its 50th anniversary in 2026, Rally Islas Canarias returned as an official WRC round for the second consecutive year after joining the calendar for the first time the previous season. Based on Gran Canaria Island, home to the capital Las Palmas, the rally featured 18 special stages covering a competitive distance of 322.61 kilometres, all on asphalt. The opening day’s highlight was the Super Special Stage at the BP Ultimate - Circuito Islas Canarias, where drivers competed in a head-to-head time-attack format.

Regarded as one of the championship’s most iconic tarmac events, the rally is defined by the abrasive, high-grip asphalt and dramatic elevation changes of Gran Canaria’s volcanic terrain. While the consistent surface grip allows circuit-like, high-speed precision driving, it also subjects tyres to intense physical stress. Maintaining grip under high surface temperatures and adapting to unpredictable mountain weather is expected to make tyre performance a decisive factor in the rally’s outcome.

Since the 2025 season, Hankook has served as the exclusive tyre supplier for all WRC classes, reinforcing its role as a key technical partner in global motorsport. By leveraging data from top-tier series such as the ABB FIA Formula E World Championship and the WRC, alongside advanced R&D infrastructure, Hankook continues to drive innovation in high-performance tyre technology while strengthening its global premium brand position.

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