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!

Michelin has introduced the new MICHELIN XHA3 tyre, a next-generation product engineered to meet the escalating productivity demands of modern construction equipment. Building on the established legacy of the MICHELIN XHA2, this latest release is designed to support faster operational cycles and the increased capabilities of contemporary machinery, all while prioritising uptime and efficiency through a combination of versatility and innovation.

Developed for a broad spectrum of heavy machinery, the MICHELIN XHA3 is suitable for loaders, articulated dump trucks and graders, covering E3, L3 and G3 applications. Its multi-machine design allows it to perform effectively across diverse terrains, ranging from mud and asphalt to more aggressive environments. This adaptability not only simplifies fleet management but also reduces inventory complexity by minimising the number of tyre references needed on site.

The tyre’s advanced structure and new tread design, which incorporates increased rubber volume, deliver up to 20 percent greater wear life compared to the previous generation. Enhancements such as a reinforced bead area provide up to 20 percent additional load capacity depending on the size, accommodating high-torque machinery. Furthermore, the new four-block tread pattern and optimised shoulder radius improve traction and stability, contributing to reduced vibration and enhanced operator comfort.

A standout feature of the MICHELIN XHA3 is the patent-pending Michelin Visual Pressure Control, an integrated sidewall indicator that allows for immediate visual inspection of tyre inflation without the need for sensors or electronic devices. This system facilitates routine safety checks and streamlines workflows, contributing to lower maintenance costs and reduced unplanned downtime. With a high retreadability rate and an estimated 16 percent reduction in Total Cost of Ownership, the tyre is positioned as a durable, reliable solution that will be progressively rolled out worldwide in multiple dimensions.

Comments (0)

ADD COMMENT

Link Copied!

Continental has unveiled a concept tyre developed under the EU-funded ZEvRA project, which is composed of approximately 43 percent recycled materials. The innovation serves as a demonstration of the potential inherent in advanced material approaches while simultaneously underscoring the critical need for a dependable regulatory framework to facilitate the industrial-scale adoption of recycling technologies.

The technical achievement is set against the backdrop of the ZEvRA initiative, an acronym for ‘Zero Emission Electric Vehicles Enabled by Harmonized Circularity’. This two-year EU project, slated to conclude in 2026, is dedicated to enhancing the circular economy for electric vehicles across the entire value chain. As the sole tyre manufacturer participating in the consortium, Continental brings specialised expertise to the collaborative effort.

Addressing the complexities of tyre production, which requires a precise balance of numerous high-performance raw materials to guarantee safety, efficiency and durability, the concept tyre represents a significant milestone. The successful integration of a substantial proportion of recycled content into a safety-critical component, without compromising performance standards, highlights the compatibility of ecological responsibility and product excellence. The tyre has achieved the highest possible rating on the EU rolling resistance label.

The ZEvRA concept tyre incorporates a variety of recycled materials, including tall oil, steel, rubber derived from end-of-life tyres and polyester fibres sourced from recycled PET bottles. Continental employs advanced methodologies such as pyrolysis to extract recovered carbon black from old tyres for repurposing. Since 2023, this material has been utilised in all newly manufactured solid rubber tyres at the Korbach facility. Additionally, the company uses sand residue from foundries in a recycling process to produce an alternative silica variant, effectively keeping materials in circulation and reducing the demand for primary resources.

Continental executives have articulated the strategic importance of this development. Dr Andreas Topp, head of Platform Development and Industrialization for passenger-car tyres, emphasises that while circular materials are key to sustainable mobility, the full impact of technological progress requires reliable and aligned policy frameworks. Jorge Almeida, head of Sustainability for Continental’s Tires group sector, stresses the necessity of establishing innovative recycling technologies on an industrial scale and creating closed material flows. He advocates for a standardised, transparent approach to calculation and reporting, developed through close dialogue between policymakers and stakeholders.

Beyond the recycled content, the concept tyre also features approximately 13 percent renewable raw materials and 25 percent mass-balance-certified materials, bringing the total share of sustainable sources to over 80 percent. Continental is progressively increasing the use of such materials across its portfolio, with the share of purchased renewable and recycled production materials reaching 28 percent in 2025, with a target of at least 40 percent by 2030. Insights from the ZEvRA project will guide the company’s future development of materials and technologies, focusing on industrial availability and scaling manufacturing processes.

Comments (0)

ADD COMMENT

Link Copied!

Doublestar Tire emerged as a prominent exhibitor at the 2026 Latin Tyre & Auto Parts Expo in Panama City. The premier industry gathering for the Americas attracted over 700 international exhibitors and more than 30,000 professional trade visitors, providing a substantial platform for automotive parts and tire manufacturers.

The Panamanian event serves as a critical commercial gateway, radiating trade opportunities across more than 20 neighbouring nations. Given Latin America’s varied topography and climatic extremes, which demand superior tyre resilience and wet traction, Doublestar has collaborated with regional partners to engineer customised products. These targeted solutions have secured considerable market acceptance and popularity throughout the area.

Among the showcased innovations, the TBR tyre D902 integrates a wear-resistant compound with an advanced tread pattern, ensuring dependable stability for long-haul routes in tropical heat. The DSU02, a premier passenger car tyre, demonstrates exceptional protection against abrasion and impact, coupled with superior handling in both wet and dry conditions. A diverse portfolio of economically priced models further drew significant attention from purchasing agents.

This strategic participation has notably amplified Doublestar’s brand presence across the American markets and established a robust framework for deeper local engagement. Committed to delivering high-performance, value-added transportation solutions, Doublestar continues to reinforce the international standing of Chinese tyre manufacturers through quality-driven innovation.

Comments (0)

ADD COMMENT

Link Copied!

Barez Industrial Group, Iran’s leading tyre manufacturer, observed its 29th consecutive year of activity on the Tehran Securities Exchange during a commemorative event held on 23 August 2026. The gathering featured the traditional exchange bell ceremony, underscoring the company’s enduring footprint in Iran’s capital markets.

Speaking on the occasion, Jamal Mirzaei, CEO of Barez Industrial Group, spoke of the organisation’s momentum, asserting that current undertakings and forward-looking blueprints are steadily carving out its tomorrow. The firm’s leadership used the platform to reaffirm its commitment to sustained growth and operational excellence.

Originating as a provincial manufacturer in Kerman back in 1985, Barez has since risen to become a linchpin of the national tyre industry. Strategic upgrades to production lines and the integration of cutting-edge manufacturing processes have propelled its reach beyond borders. Since joining the TSE in 1997, it has outshone six other listed peers in the rubber and plastics category, claiming the largest share of the sector’s overall valuation, which exceeded IRR 330 trillion at the prior session, with the group responsible for over IRR 120 trillion of that figure.

The proceedings also included an award presentation, with TSE Chief Mahmoud Goudarzi offering a commemorative token to Mirzaei in appreciation of the firm’s three-decade record of transparent engagement with the exchange. Later, a press engagement allowed the executive team to walk reporters through notable milestones, pipeline ventures and strategic forecasts, fostering a clearer view of the company’s roadmap for investors and analysts alike.

Comments (0)

ADD COMMENT

Link Copied!