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 German Rubber Industry Association (wdk) has expressed deep frustration over the federal government’s failure to act on bureaucratic relief proposals. Association President Michael Klein noted that over the last three years, German industry has enthusiastically submitted concrete ideas to reduce red tape, including 250 top proposals recently put forward by the Federation of German Industries (BDI). Despite this engagement, the government’s current implementation efforts are more than disappointing.

Klein’s criticism follows a response from the Federal Ministry for the Environment regarding faster permitting procedures under the Federal Immission Control Act. Back in 2023, the BDI had proposed simplifying the legally mandated seven plus three month process for industrial plant permits, specifically by ending the need for continuous updates to application documents. The ministry’s suggestion to introduce inter agency expert opinions as an acceleration measure is seen by Klein as a joke. Under existing law, consulted authorities already have two months to comment; if they fail, the permitting authority can order an expert opinion at the defaulting body’s expense. The ministry claims this 2024 regulation sufficiently addresses the industry’s request.

Klein argues that bringing in third party experts instead of making timely decisions creates new delays and uncertainty over costs. Even if the negligent authority is meant to pay, taxpayers ultimately foot the bill. This single issue, while seemingly minor in the broader struggle against bureaucracy, reveals the authorities’ mindset and a profound administrative lack of understanding. Since the BDI’s 2023 proposals, German industry has had to hire 325,000 additional employees just to cope with new bureaucratic demands from Brussels and Berlin.

Klein concluded that these figures speak for themselves, calling on Merz to take immediate action. He also warned that further burdening struggling companies and industrial peace with a half-baked proposal for a voluntary energy bonus is definitely not helpful. The message is clear: bureaucratic overload threatens industry survival, and real relief cannot wait.

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TyreSafe, UK’s charity dedicated to raising tyre safety awareness, is reinforcing a crucial message as UK police intensify enforcement under the National Police Chiefs’ Council’s Operation Spotlight. While the campaign rightly targets seatbelt offences as one of the ‘Fatal Four’, TyreSafe says both seatbelts and tyres play critical roles in road safety – one protects people during a crash, while the other helps prevent the crash from happening at all. The organisation urges drivers to see these safety features as complementary, not interchangeable.

Seatbelts remain among the most effective lifesaving devices, cutting a driver’s death risk by roughly half. Yet dangerous habits persist, especially among younger users. In 2022, four unbelted young people were killed or seriously injured every week, and nearly a third of car occupant fatalities aged 17 to 29 involved no seatbelt. Those aged 17 to 34 have the lowest wearing rates and highest accident risk, with young men most likely to forego a belt on short or familiar night journeys.

A similar neglect appears in tyre safety, particularly among younger drivers. While most motorists prioritise safety when choosing tyres, younger drivers are significantly drawn to performance. Over a third have never heard of the 20p coin test, and despite 72 percent knowing a legal tread depth exists, nearly 3 in 10 cannot name it. Only 40 percent check tyre pressure monthly, and 10 percent admit they never check tread depth.

Younger drivers also face greater risk through part-worn tyres, with more than one in five buying them, rising to 27 percent among under 30s. Worn tyres at 70 mph add 27 metres to stopping distance. In wet motorway conditions, worn tyres affect stopping distance seven times more than alcohol. On average, 153 people are killed or seriously injured annually in defective tyre incidents, with 172 such casualties in 2024.

Forensic investigations reveal that 75 percent of tyre defects linked to fatal crashes stem from poor maintenance, making most preventable. Surviving a crash should never be the first line of defence. Properly maintained tyres provide grip in emergency braking, while seatbelts offer protection when prevention fails. TyreSafe reminds every driver that road safety begins before the crash, not after it.

TyreSafe urges road users to embrace the simple ACT protocol: regular checks of air pressure, condition and tread depth.

Stuart Lovatt, TyreSafe Chair, said, “Operation Spotlight highlights the importance of wearing a seatbelt, and rightly so – seatbelts save lives. But road safety also depends on preventing collisions in the first place. Tyres are the only part of the vehicle that touches the road, and their condition determines braking, grip and control. Checking your tyres once a month using the ACT method is a simple step that could make the difference between a near miss and a serious collision.”

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The Association of Natural Rubber Producing Countries (ANRPC) recently hosted a significant courtesy visit from Izal Nazrin, Head of the Corporate Communication Unit at the Malaysian Rubber Board (MRB), at its Secretariat. This meeting served as an important opportunity to deepen ties between the two organisations.

Discussions focused on enhancing cooperation in media engagement and joint publication efforts concerning the natural rubber industry. Both sides stressed that strategic communication plays a vital role in raising the sector’s visibility and public awareness, particularly regarding upstream activities such as production and raw material management.

This exchange highlights a mutual dedication to advancing the natural rubber sector through effective partnerships and coordinated outreach. By working together, ANRPC and MRB aim to strengthen industry communication and support sustainable growth across the supply chain.

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Road Ready Foundation, a nonprofit focused on tyre safety and roadside education, has entered a new collaboration with Anyline, a company known for artificial intelligence driven mobile tyre inspections. By joining forces, they plan to use Anyline’s TireBuddy system during live events to show how technology can bring more honesty and uniformity to checking tyre health. Their shared goal is to make safety lessons more hands on and widely available.

The TireBuddy tool is not meant for everyday drivers but rather for service centres and dealerships looking for consistent data and digital records. Trained personnel can measure tread depth using only a smartphone, avoiding the need for special equipment. Major names like Discount Tire, EchoPark and Michelin already use this technology. Road Ready will adapt it as a teaching aid during community outreach, proving that business focused solutions can also serve the public good.

Throughout the coming year, Road Ready will feature TireBuddy in its national roadshows to offer live insights into tyre conditions and dangers. Alex Bebiak, who leads the foundation, will present these demonstrations at the upcoming Lifesavers Conference in Baltimore from 19 to 21 April. Anyline’s co-founder Lukas Kinigadner, who recently joined the Safe Tread Alliance board, believes this partnership shows how corporate tools can reduce preventable roadway harm.

Bebiak helped create the Safe Tread Alliance in 2025, a coalition pushing to modernise American tyre safety rules and phase out outdated habits linked to traffic deaths. This new partnership expands tyre safety education and highlights what industry and nonprofits can achieve together. By blending advanced software with real world demonstrations, Road Ready and Anyline hope to change how tyre safety is taught and understood.

Bebiak said, “For too long, tyre safety has been overlooked in driver education, despite being something every driver can control. This partnership is about using technology for good – taking industry-grade tools and turning them into powerful educational moments that help drivers make safer decisions and prevent tragedies.”

Kinigadner said, “When technology is built responsibly, its impact can extend well beyond its original use case. By partnering with Road Ready Foundation, we are using our technology to support safety education, raise awareness and help drivers better understand the importance of tyre safety.”

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