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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Kumho Tire Co., Ltd. said it signed a partnership agreement late last year with UK-based driving simulator specialist Ansible Motion to develop next-generation digital tyres.

The agreement was confirmed on 5 January. The signing ceremony was attended by Kim Young-jin, executive vice-president and head of research and development at Kumho Tire, and Dan Clark, chief executive of Ansible Motion, along with other representatives from both companies.

The partnership is being pursued under the slogan “Kumho Tire with Ansible Motion: Driving the Future with Digital Tires”. The two companies agreed to collaborate on enhancing tyre performance validation systems using advanced digital simulation technology, with a focus on improving competitiveness in tyres for electric vehicles and high-performance cars.

Ansible Motion provides driving simulator technology designed to replicate real-world road conditions with high precision. Its systems allow vehicle dynamics, driving safety and ride comfort to be assessed in a virtual environment.

Kumho Tire said it expects the introduction of Ansible Motion’s latest driving simulator into its research and development processes to reduce the time and cost associated with vehicle testing and prototype production. The company also aims to enable more accurate and efficient performance verification from the early stages of development and to strengthen its digital-based R&D capabilities in response to changes in the mobility sector.

Kim said: “Cooperation with Ansible Motion will serve as an opportunity for Kumho Tire to take a significant step forward in transforming its research and development paradigm towards a digital focus. By actively utilising advanced simulation technology, we will introduce high-performance, high value-added products optimised for the future mobility environment and continue to strengthen our competitiveness in global markets.”

Clark said: “Our collaboration with Kumho Tire will be an important example of how driving simulation technology can accelerate innovation in the tyre industry. We look forward to contributing to the advancement of the global mobility industry through the technical synergy between our two companies.”

The partnership forms part of Kumho Tire’s wider digital transformation and sustainable technology strategy. The company plans to apply advanced driving simulation tools across its R&D processes to improve development efficiency and precision, with the aim of accelerating digital tyre development for electric and high-performance vehicles.

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Bridgestone Aircraft Tire Europe, a subsidiary of Bridgestone Corporation, has received a Gold rating from EcoVadis, the sustainability assessment platform, placing the company among the top five per cent of the 130,000 companies evaluated worldwide across 220 industry sectors.

The result marks a sharp improvement from recent years. The company achieved a Bronze rating two years ago and ranked in the top 15 per cent last year.

“After receiving Bronze just two years ago, this EcoVadis Gold Medal recognises the rapid progress we’ve made on our sustainability journey,” said Jean-Philippe Minet, managing director of Bridgestone Aircraft Tire Europe. “Last year, we were in the top 15 per cent and advancing to the top five per cent this year reflects the collective effort and commitment of the BAE team. This achievement showcases our progress in building a more sustainable commercial aviation sector.”

The 2025 Gold rating follows a year in which the company completed a full carbon footprint assessment covering Scopes 1, 2 and 3, carried out an energy audit and developed a decarbonisation roadmap.

It also reported zero lost-time accidents for a fourth consecutive year and implemented projects aligned with the Bridgestone E8 Commitment, including partnerships supporting sports, charitable activities, cancer-focused organisations and initiatives for underprivileged children.

EcoVadis assesses how organisations integrate sustainability into business and management systems across four pillars: environment, labour and human rights, ethics, and sustainable procurement.

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Nokian Tyres has earned a leadership-tier A- score from CDP for its climate change mitigation efforts for the sixth consecutive year. CDP, a global environmental disclosure non-profit, assesses thousands of companies on their transparency, risk management and tangible actions towards decarbonisation.

An A- rating places Nokian Tyres among the highest performers, reflecting robust ambition, target-setting and operational execution. A prime example of this commitment is the company’s pioneering tyre factory in Romania, which operates as the world’s first full-scale zero-CO₂-emissions production facility. It runs entirely on renewable energy, including wind, hydro, biomass and solar power, and even generates manufacturing steam without fossil fuels.

Supporting these operational milestones, Nokian Tyres has set a long-term goal of achieving net-zero greenhouse gas emissions by 2050. Furthermore, the company’s near-term emission reduction targets have received validation from the Science Based Targets initiative for aligning with the 1.5°C warming limit, underscoring a strategy grounded in contemporary climate science.

Teppo Huovila, Vice President – Quality and Sustainability, Nokian Tyres, said, “Achieving a leadership-level score for the sixth year in a row shows that climate action is deeply embedded in how Nokian Tyres develops its operations and products. We want to deliver solutions that make a real difference, both for the environment and for the drivers who choose our tyres. Our actions for reducing emissions and improving sustainability translate into safer, more efficient and environmentally responsible mobility.”

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Hoosier Racing Tire has appointed a new authorised distributor, Hoosier Tire Western Pennsylvania, to support competitors throughout Western Pennsylvania and Northeastern Ohio. It will cover diverse racing disciplines from asphalt ovals to rally.

The operation is owned and managed by Ryan Hall, whose family business, Big Daddy’s Speed Center, brings over twenty years of racing parts expertise to the role. Meanwhile, Hoosier Tire Mid-Atlantic continues to provide service to customers across Eastern Pennsylvania, Maryland, Delaware and Virginia.

Paul Menting, Vice President – Sales, Hoosier Racing Tire, said, “We’re pleased to welcome Ryan Hall and the Hoosier Tire Western Pennsylvania team as the newest members of our distributor network. Ryan’s long history in the sport, his commitment to local racers, and the reputation Big Daddy’s Speed Center has earned over many years makes this a natural fit for Hoosier.”

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