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!

The German Rubber Industry Association (wdk) is advocating for the creation of a dedicated ‘Industrial SMEs’ parliamentary circle. This proposal responds to the significant challenges faced by medium-sized industrial companies, which the association believes are frequently misjudged by political decision-makers. wdk President Michael Klein emphasised that a high-performance industrial middle tier exists in Germany, positioned between major corporations and small artisanal businesses. He argues that the critical role of these firms deserves greater recognition within parliamentary proceedings, and the proposed cross-party group would be an effective measure to achieve this.

The German rubber industry itself serves as a prime example of this vital sector. Its companies are often ‘hidden champions’, leading the global market in specialised niches and supplying indispensable products that underpin diverse areas of the economy. Despite this importance, medium-sized industrial enterprises consistently fall through the cracks of policy. Legislators in both Germany and Europe often demonstrate a lack of awareness regarding the specific capacities and limitations of these businesses, leading to disproportionate bureaucratic burdens.

A dedicated parliamentary circle would establish a direct channel for dialogue, allowing committed policymakers to engage with company representatives. This forum would provide valuable, ground-level insights and act as an essential political corrective. The wdk contends that such an initiative would not only provide much-needed support to the numerous medium-sized industries but would also strengthen the national economy as a whole.

Comments (0)

ADD COMMENT

Link Copied!

In response to significant economic pressures within the chemical industry, WACKER has initiated a comprehensive efficiency programme named PACE. The project, launched in October, is designed to secure substantial and permanent annual cost savings exceeding EUR 300 million. A primary focus will be on optimising fixed production costs and administrative structures.

To achieve this financial target, the company anticipates a reduction of more than 1,500 positions globally, with the majority of job cuts affecting its German sites. This workforce adjustment is expected to account for approximately half of the total savings. The company, which had previously forecast a net loss for 2025, intends to fully implement all PACE measures by the end of 2027. This strategic move aims to strengthen WACKER's operational resilience amid a challenging business climate.

Christian Hartel, President and CEO, WACKER, said, "We are currently working on measures to achieve our cost-saving targets. The aim is to reduce our costs to a competitive level through savings. This will put WACKER back on the road to success." Emphasising the need for competitive framework conditions, he added, "Particularly in Germany, the excessively high energy prices and bureaucratic obstacles continue to act as a central brake on the successful development of the chemical industry."

Comments (0)

ADD COMMENT

Link Copied!

Bridgestone India, a subsidiary of the Bridgestone Group, has announced the opening of its latest Bridgestone Select Store, Arora Wheel and Car Accessories, in Firozpur, Punjab.

The store was inaugurated by Rajiv Sharma, Executive Director – Integrated Consumer Business, Bridgestone India.

The Bridgestone Select stores represent the company’s retail format that delivers a comprehensive ownership experience. These outlets provide guidance, diagnostics, and infrastructure, ensuring safety, performance and driving confidence.

Rajiv Sharma, Executive Director – Integrated Consumer Business, Bridgestone India, said, “Punjab is a key market for Bridgestone, and the opening of our new Select Store in Firozpur reflects our focus on being closer to customers, through modern, high-quality retail touchpoints. At Bridgestone, we are committed to providing not just superior products but also an enhanced customer experience that combines premium products & services along with Bridgestone’s promise of safety, and trust. The Select Store format allows us to deliver the best of Bridgestone’s global expertise with a local, customer-first approach”

Arora Wheels is making available Bridgestone’s latest offerings: Turanza 6i and Dueler All-Terrain A/T002. The Turanza 6i is engineered with ENLITEN technology and delivers a driving experience. Compatible with both internal combustion engine (ICE) and electric vehicles (EVs), this tyre is EV-ready, offering efficiency, comfort and durability for mobility.

The Dueler All-terrain A/T002 is built for adventure and is a said to be a preferred choice among off-road enthusiasts. Its tread design and on- and off-road capabilities make it the choice for drivers seeking performance without compromising control or safety.

Comments (0)

ADD COMMENT

Link Copied!

Michelin, a tyre technology company, has expanded its network in India with the inauguration of three new Michelin Tyres & Services (MTS) stores in Tamil Nadu.

Two stores were launched in Coimbatore: one with Covai Tyres in Sundarapuram, and another with Carzone in Goundermills. The third facility was inaugurated with Carworld Automotive in Tirupur.

Each new dealership offers Michelin’s complete range of products, along with advanced diagnostic tools and high precision equipment for alignment, balancing and car services. The new facilities were inaugurated by Prashant Sharma, National Sales Director at Michelin India.

Shantanu Deshpande, Managing Director, Michelin India, said: “The opening of three new Michelin Tyres & Services Stores in Tamil Nadu reflects our continued investment in expanding our retail network and strengthening consumer access to our products and services. These new touchpoints align with our broader strategy as we prepare to introduce our Made-in-India passenger car tyre range, ensuring we are well positioned to serve the evolving needs of our consumers.”

Tamil Nadu is a key market for Michelin, supported by the company’s production facility in Chennai. Michelin stated it is focused on delivering mobility experiences that combine safety, durability, and performance through collaboration with partners like Covai Tyres, Carzone and Carworld Automotive.

Comments (0)

ADD COMMENT

Link Copied!