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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Sumitomo Rubber Industries will rename a number of its overseas subsidiaries to carry the Dunlop brand as the company moves to unify its global tyre business and strengthen brand value across key markets.

The changes, approved by the board on 27 November, follow Sumitomo Rubber’s acquisition earlier this year of the Dunlop trademark and related rights for four-wheel tyres in Europe, North America and Oceania. The company said the rebranding supports its long-term strategy, “R.I.S.E. 2035,” which places Dunlop at the centre of its global operations. The move is still subject to approval at each subsidiary’s extraordinary shareholders’ meeting.

With the new rights in place, the firm aims to present a consistent brand message to customers around the world. It said Dunlop’s value should be reflected not only in products but also in services, user experience and corporate identity. Subsidiaries across Europe, the US, Australia, Latin America, the Middle East and Taiwan will adopt new Dunlop-branded names from January 2026, with one change planned for February.

In Europe, Falken Tyre Europe GmbH in Germany will become Dunlop Tyre Europe GmbH, while Srixon Sports Europe Ltd. in the UK will be renamed Dunlop Golf Europe Ltd. In the US, Sumitomo Rubber North America, Inc. will become Dunlop Tires North America, Inc., and in Australia, Sumitomo Rubber Australia Pty. Ltd. will take the name Dunlop Tyre Australia Pty. Ltd. Subsidiaries in Chile, Taiwan and the Middle East will also adopt the Dunlop identity.

Sumitomo Rubber said the rebranding is expected to strengthen customer recognition and help build Dunlop into a brand “chosen by customers” across regions. The company is also seeking to reinforce brand management as it expands globally, particularly in the competitive replacement tyre market.

The firm clarified that use of the Dunlop brand continues to carry certain regional exclusions, such as India and parts of Southeast Asia for four-wheel tyres, and India, Europe and Oceania for motorcycle tyres. Nevertheless, the company said it intends to apply a unified brand approach wherever possible to support long-term growth.

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Bridgestone has introduced a new addition to its Potenza ultra-high-performance line: the RE-71RZ extreme summer tyre. Designed specifically for grassroots racing, this tyre succeeds the acclaimed RE-71RS model. It aims to deliver quicker lap times and sharp, responsive handling, empowering drivers to maximise their performance on the circuit. A cornerstone of its design is the incorporation of ENLITEN technology, Bridgestone's next-generation platform focused on enhancing durability and advancing sustainable product design.

The tyre's development directly targets key performance metrics. On-track testing at Japan's Tsukuba Circuit demonstrated significant improvements, with the RE-71RZ achieving lap times approximately three-quarters of a second faster than its predecessor in both dry and wet conditions. This gain is attributed to several advanced engineering features. A new high-grip rubber compound, developed using insights from motorsports and proprietary NanoPro-Tech, enhances traction at a molecular level. The tread pattern has been redesigned with a stiffer construction and a larger outside shoulder to improve grip and stability, while a strategically placed main groove on the inside edge helps suppress uneven wear for longer track life. Furthermore, Bridgestone utilised its unique ULTIMAT EYE digital modelling tool to optimise the tyre's structure, creating a more uniform contact area for superior cornering grip.

Professional drivers Masahiro Sasaki and Yuji Tachikawa provided critical feedback during development, their expertise helping to refine the tyre's track-focused characteristics. The Potenza RE-71RZ builds upon a legacy that began in 1979, crafted for enthusiasts who demand competition-ready performance that transitions from daily driving to weekend motorsports. It has been approved for competition use by the Sports Car Club of America (SCCA) and will be eligible for Solo and Time Trials events starting in 2026. The tyre will be offered in 45 sizes and is scheduled to launch in the North American market on 31 December 2025.

Sasaki said, “As its strong point, the Potenza RE-71RZ achieves a high level of performance in both grip and controllability. It delivers improved dry and wet performance for street use while also achieving faster lap times and better wear resistance on the track. This tyre delivers high performance in various situations, making it enjoyable and easy to handle for both everyday driving and track use.”

Tachikawa said, “This tyre is designed for easy handling, allowing anyone to experience precise control along with excellent grip. The tyre is focused on quick warm-up for immediate, high-grip performance as well as reliable wet grip, resulting in a well-balanced tyre suitable for various driving conditions.”

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Prometeon Tyre Manufacturing is in discussions with Egypt’s Ministry of Investment and Foreign Trade over a planned US$400 million expansion, as the company moves to scale up production and strengthen its position in one of its key regional hubs.

A senior delegation from parent company China National Tire & Rubber Company met Minister Hassan Al-Khatib in Cairo to outline Prometeon’s growth plans for its Amreya factory in Alexandria. The group included chairman Wang Jian Jun, vice president Sun Deng, Prometeon Egypt chairman Omar Mehna, deputy general manager Yuan Liang, Africa–Middle East CEO Stefano Ziliani and CFO Hisham Abdel-Hadi.

During the meeting, Al-Khatib commended the pace of Prometeon’s development efforts, saying the ministry “will spare no effort to meet the company's requirements, in the context of preparing a conducive climate for investment and to protect the competition”. He also said Prometeon would receive continued backing through the China Unit at the General Authority for Investment and Free Zones to ensure the company has “all the necessary information and required data”.

Prometeon executives told the minister that the planned investment aims to increase its investments by $400 million, which is in production of 1 1 one million additional car tires and upskill the existing factory efficiency.

 Prometeon’s Alexandria complex currently produces about 5.2 million tyres annually, and the expansion would introduce new manufacturing technologies to raise output and improve capability.

As part of its proposal, the company is seeking an additional 200,000 square metres of land adjacent to its current site to support the enlarged facility. Prometeon is also exploring the establishment of a dedicated free zone to serve its export-focused operations.

For Prometeon, the investment aligns with its strategy to reinforce Egypt as a central platform for supplying markets across Africa, the Middle East and Europe. The company views the country’s manufacturing base and export access as key strengths as global demand patterns shift.

The talks signal the company’s intention to deepen its long-term commitment in Egypt, subject to final approvals and land allocation.

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Yokohama Rubber Co. has opened a new passenger-car tyre plant in Hangzhou, completing the project one month ahead of schedule and marking the first major milestone under its fast-build manufacturing strategy in China.

The company held an opening ceremony recently, attended by local government officials and community representatives. Yokohama Rubber was represented by President and COO Shinji Seimiya, who praised the speed of construction and stressed the plant’s role in the group’s long-term ambitions.

In his remarks, Seimiya said he was grateful for the support that allowed the project to finish ahead of plan. He also noted that the new plant is a very important project for Yokohama Rubber's sustainable growth in the future and that every effort will be made to quickly achieve mass production and deliver high-quality, high-value-added products to the Chinese market as soon as possible.

The Hangzhou facility is the first plant built under the company’s “1-year plant” challenge, a core initiative in its medium-term strategy, Yokohama Transformation 2026. The programme aims to speed up factory construction while lowering production costs and improving efficiency. Work on the new plant began in December 2024, with operations now starting in November 2025.

The project also fulfils a request from the Hangzhou government to relocate an older plant as part of the city’s environmental plans. The new factory will have an annual capacity of 9 million tyres—about 3 million more than the site it replaces—positioning Yokohama to meet rising demand for passenger-car tyres in China. Full-scale production is expected by the second quarter of 2026.

The expansion strengthens the company’s supply of high-value tyres for China’s fast-growing new energy vehicle market, including EV-focused designs and larger rim sizes.

Alongside the rapid-build initiative, Yokohama is pushing to raise the share of premium products in its consumer tyre business by expanding sales of its ADVAN and GEOLANDAR brands, winter tyres, and 18-inch and larger tyres. The company is also rolling out regional product strategies to tailor development and sales to market-specific trends.

The opening of the Hangzhou plant underscores how Yokohama Rubber is trying to sharpen its competitive position in Asia’s largest tyre market while keeping pace with shifts in vehicle technology and local regulations.

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