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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BFGoodrich Tires has been designated the official tyre partner for the ChampCar Endurance Racing Series, establishing a new platform to demonstrate its engineering capabilities in grassroots motorsport. Central to this collaboration is the g-Force Rival+ tyre, which has been specifically developed for endurance racing and placed on the series' approved whitelist. The tyre is engineered to deliver consistent performance, durability and reliable wet-weather handling, addressing the core demands of amateur racing competitors.

Participants in the ChampCar series will gain access to a rebate programme and special opportunities at select events, including access to the BFGoodrich Performance Driving Guide, co-authored by brand ambassador Ross Bentley. The partnership aims to provide tangible support that enhances the racing experience for all series entrants.

The g-Force Rival+ tyre, launched in fall 2025, features a new rubber formulation for consistent lap times and a reinforced internal structure that minimises sidewall flex for instantaneous steering feedback. The tyre is currently available in 14 sizes.

Reviving a storied tradition, BFGoodrich has reintroduced its ‘Team T/A’ programme, fielding an endurance squad of employees and guest drivers competing exclusively in the ChampCar series. The team debuted at Daytona in April, finishing 16th out of 100 entries despite mechanical setbacks. Future races are scheduled at Sebring, Virginia International Raceway and Circuit of the Americas.

The original Team T/A programme was renowned from the 1970s through the 1990s for supporting grassroots racers. While the brand's recent acclaim has been tied to off-road racing, this initiative signals a return to pavement motorsports. Additional partnerships announced in June 2026 with the National Auto Sport Association, the Motorsport Safety Foundation and SCCA's Track Night in America underscore this sustained resurgence in the ultra-high performance arena.

Mike Chisek, President and CEO, ChampCar, said, “I’m excited to welcome BFGoodrich as a Series Partner of the ChampCar Endurance Series. It’s great to see the grassroots support BFGoodrich has for road racing, and their new g-Force Rival+ tyre is proving to be a great choice for our endurance road racing teams.”

T J Dennis, BFGoodrich Ultra-High Performance (UHP) Brand Manager, said, “Cementing this relationship with ChampCar is the latest step in bringing BFGoodrich’s ultra-high performance efforts back to the forefront. This partnership is mutually beneficial for each brand, and we’re eager to help ChampCar racers reach another level of performance.”

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ARLANXEO has announced that the German Federal Patent Court has nullified the German component of European patent EP 3 800 714. The contested intellectual property, held by Zeon Corporation, pertains to synthetic rubber compounds utilised as cathode binders within rechargeable battery systems, a sector critically linked to electric vehicles and energy storage solutions.

The revocation stems from an ongoing legal confrontation regarding battery binder technology. Zeon initiated infringement lawsuits in 2024 against ARLANXEO’s German and Dutch operations at the Munich Regional Court. In response, ARLANXEO contested the patent's legal standing, prompting a validity review by the Federal Patent Court.

Following a preliminary July 2025 ruling that cast substantial uncertainty on the patent’s enforceability, the Munich court suspended the infringement case. With the formal revocation in Germany, the foundational grounds for the local infringement allegations have been effectively eliminated.

John Gerrese, General Counsel, ARLANXEO, said, “We welcome the Court’s decision, which confirms our position on the invalidity of the patent. The ruling underscores the importance of robust patent standards. It also highlights the critical role of nullity proceedings in ensuring that only valid and enforceable patents are upheld.”

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Tegeta Green Planet, in collaboration with Shine Energy, recently conducted an environmental awareness session for students in grades one through three at Pirveli School-Gymnasium. The initiative employed an interactive and age-appropriate methodology to introduce young learners to fundamental ecological concepts.

The curriculum covered the detrimental effects of littering, the necessity of specialised disposal for waste tyres, used oil and batteries and the broader importance of resource conservation. Students were also taught practical, daily actions that contribute to environmental preservation and were shown how individual responsibility can collectively forge a cleaner future. The educational experience was reinforced through a participatory game that allowed children to engage with environmental topics via practical examples.

Upon concluding the programme, each student received a certificate and a symbolic gift. This activity aligns with the organisations' ongoing commitment to fostering environmental stewardship among youth, a priority that sees them regularly visiting schools to deliver engaging educational content. Such initiatives are designed to cultivate a sense of ecological responsibility from an early age, encouraging children to integrate nature conservation into their daily routines.

Established in 2022, Tegeta Green Planet operates as one of Georgia’s first authorised Extended Producer Responsibility organisations. The company offers membership to any business or individual entrepreneur subject to the nation’s EPR legislation, irrespective of their operational scale.

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Pirelli P Zero has made a prominent return to the Goodwood Festival of Speed, reinforcing its status as a leading choice for premium manufacturers. The 2026 edition features numerous high-performance vehicles equipped with tyres from the revitalised P Zero family. This widespread adoption underscores the range’s appeal, supported by over 300 homologations secured for the latest products across diverse vehicle types that prioritise performance, safety and driving enjoyment. The complete renewal of the P Zero line, initiated in 2023, is now showcased as original equipment on many contemporary models.

The festival highlights several bespoke applications, starting with the Ferrari Luce. For this model, Pirelli engineered a custom P Zero E tyre, merging high performance with over 55 percent bio-based and recycled materials in a record-setting 24-inch format. The semi-slick P Zero Trofeo RS appears on the Bentley Supersports, Porsche Taycan Turbo GT and BMW M2, while the Pagani Utopia Roadster adopts this tyre alongside the Cyber Tyre system, enabling direct communication with vehicle electronics.

The luxury electric segment is represented by the Rolls-Royce Spectre and Jaguar Type 01, both utilising P Zero Elect tyres with diameters reaching 23 inches. The P Zero Trofeo RS is also fitted to the Koenigsegg Sadair's Spear megacar and its LEGO Technic replica, the latter achieving a record of 111 kilometres per hour on the Goodwood Hillclimb.

All P Zero tyres share a technological foundation rooted in motorsport, serving as Pirelli’s primary testing ground. The company’s participation in over 350 racing events annually, including Formula 1, facilitates the transfer of innovations like virtual development processes to road tyre production. This continuous cycle ensures the P Zero range remains at the forefront of tyre technology for both track and street applications.

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