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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Maxxis Rubber India has been presented with an Appreciation Award from the Ahmedabad Rural Police in recognition of its support during VIP movements. The accolade was conferred by Superintendent of Police Om Prakash Jat, acknowledged for his role in fostering community safety and collaboration through his leadership.

Guided by its core principles of respect, care and appreciation, the company emphasises its commitment to quality, service and trust alongside cooperation with authorities. Expressing gratitude to the police department for acknowledging its efforts, Maxxis stated that the honour reinforces its dedication to integrity and public safety partnerships, motivating the organisation to continue contributing with the same unwavering commitment and a focus on building stronger, more resilient communities every single day forward together.

“At Maxxis, our core values – respect, care and appreciation – drive us beyond business. Whether ensuring 100 percent quality, service, trust in our products or standing alongside authorities for public safety, we believe strong partnerships build stronger communities. We sincerely thank the Police Department-Ahmedabad Rural Police for acknowledging our ‘unwavering support’ and ‘invaluable cooperation’. This honour motivates us to continue contributing with the same commitment and integrity,” the company acknowledged in a social media post.

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The organisers of the International Rubber Conference 2026 have opened exhibitor applications for the accompanying Rubber & Elastomer Technical Exhibition, with discounted early-bird rates available until 30 April 2026.

The conference will take place from 2 to 6 November at the Aichi International Exhibition Center (Aichi Sky Expo), bringing together global scientists, engineers and industry stakeholders working across rubber and elastomer technologies.

Exhibitors submitting applications by the April deadline will benefit from reduced participation fees. The final deadline for regular applications is 15 July 2026.

Held alongside the conference from 3 to 6 November, the exhibition is expected to attract more than 4,500 visitors and is regarded as one of the leading international platforms for showcasing advances in rubber science, materials engineering and industrial applications.

IRC 2026 marks the sixth edition hosted in Japan, following previous conferences in Tokyo, Kyoto, Kobe, Yokohama and Kitakyushu. Under the theme “Future Rubber Technology toward Sustainability”, the event aims to address evolving industry demands, particularly as Asia accounts for a growing share of global rubber production and consumption.

Organisers said the event will provide a platform not only for established players but also for emerging engineers and researchers to engage with international experts, fostering collaboration and technological advancement across the sector.

Applications and further details are available via the official conference website.

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Tegeta Green Planet, in partnership with the Wasteless specific waste management association, hosted the Georgia Rubberized Asphalt Summit (GRAS) 2026 in Tbilisi. This international conference was designed as a platform for exchanging global knowledge on sustainable road infrastructure and rubber-modified asphalt technologies, bringing together industry leaders and international experts to examine both the challenges and opportunities within the sector. A dedicated panel discussion formed a central part of the event, fostering in-depth dialogue among participants.

Despite being widely adopted in United States, Portugal, Spain and across Europe for over six decades, rubber-modified asphalt remains unused in Georgia. This technology offers significant advantages over conventional pavement, including a service life of 8 to 10 years, superior resistance to water damage, reduced noise pollution and a substantial decrease in environmental harm caused by automotive waste. The summit’s organisers aim to address this gap by promoting responsible waste management and raising public awareness about the dangers of unprocessed refuse.

More than a forum for knowledge exchange, the summit served as a call to action, underscoring Georgia’s potential to become a regional frontrunner in sustainable infrastructure. Tegeta Green Planet, a subsidiary of Tegeta Holding established in 2022, was among the first companies in the country authorised by the Ministry of Environment and Agriculture to recycle used tyres, oils and batteries under extended producer responsibility principles. The organisation operates by collecting specified waste types, managing their transport and recycling and ultimately processing these materials in line with circular economy models, thereby supporting the nation’s shift towards innovative green initiatives.

Ekaterina Kavtaradze, CEO, Tegeta Holding, said, “For Tegeta Holding, sustainable development is one of the most important principles of our operations, which is reflected in concrete solutions. I am delighted that Georgia has had the opportunity to host such a large-scale event. GRAS 2026 demonstrates that the circular economy can become a real economic priority in Georgia as well, bringing significant benefits to the country, as waste is transformed into a resource, creating economic advantages and reducing the negative impact on the environment.”

Shalva Akhvlediani, Director, Tegeta Green Planet, said, “Georgia is at a stage where infrastructure decisions can shape the economic and environmental outcomes of the next generation. This summit provides us with a unique opportunity to learn from the world’s leading countries and implement these lessons at the local level. Overall, the circular economy is the way forward: it allows us to transform waste, such as used tyres, into a useful resource, ensuring economic stability, environmental protection and sustainable development.”

Giorgi Guliashvili, Chairman, Wasteless, “Our goal is to implement a fully circular model in Georgia – from waste collection to recycling and the effective use of recycled materials. Starting this autumn, Georgia will launch its first high-tech tyre recycling plant, which will process used tyres collected throughout the country. Using recycled rubber in asphalt is a clear answer to the question of how the resulting raw materials are utilised. As a result of the plant’s launch, we estimate that we will produce up to 12–15 thousand tonnes of rubber crumb per year, which will allow us to use this material locally to build more durable and environmentally friendly roads. This will bring significant benefits to both the environment and the economy.”

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Sailun recently welcomed trade and media representatives from across the Nordic region to the Sailun Polar Drive 2026 event, where the focus was on hands-on testing of the new Alpine Evo2, Arctic 2 and studded Ice Blazer Spike winter tyres. Held under severe winter conditions, the gathering was designed to let participants experience the full capabilities of this new range through direct driving experiences rather than passive demonstrations.

Situated in Munio, Finland, 200 kilometres north of the Arctic Circle, the location offered consistently harsh weather that served as the ultimate proving ground. Around 120 guests, including journalists, original equipment representatives and retail partners from the Baltics and Nordic countries, put the tyres to the test across a variety of challenging surfaces. From loose snow and slush to polished ice and wet pavement, the Alpine Evo2, Arctic 2 and Ice Blazer Spike each had the opportunity to showcase their specialised winter performance.

The event took advantage of temperatures fluctuating between -20 and +5 degrees Celsius, creating the mix of snow, ice and wet roads typical of Nordic winters. Testing took place on a frozen river track straddling the Finnish-Swedish border, featuring dedicated sections for handling, acceleration, braking and drifting. The remote Munio area, known for its pristine natural environment, also reflected Sailun’s commitment to sustainability, which includes reducing energy use and emissions during manufacturing and developing fuel-efficient tyres. A fleet of Audi A3, Audi A6 e-tron and Audi Q6 e-tron vehicles allowed participants to assess not only performance but also comfort, low noise and energy efficiency.

Beyond the driving sessions, the programme included an in-depth workshop covering tyre technology, the new winter product lineup and Sailun’s broader brand direction. Attendees also had ample opportunity to engage directly with members of Sailun’s management team throughout the event.

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