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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Continental has once again been recognised as ‘Tire Manufacturer of the Year’ at the latest edition of Tire Technology International Awards for Innovation and Excellence, marking the fifth time it has received this prestigious honour. The independent jury acknowledged the company's groundbreaking tyre technologies, innovative measurement approaches and continuous production process enhancements for establishing new industry standards. Additionally, Continental received the ‘Environmental Achievement of the Year – Manufacturing’ award for its substantial progress in reducing water consumption during tyre production.

During the 3 March ceremony in Hannover, the jury specifically highlighted several key developments from Continental's 2025 initiatives. The company advanced sustainability through the adoption of renewable synthetic rubber components, including pyrolysis oil recovered from end-of-life tyres and recycled cooking oil. A collaborative effort with the Technical University of Braunschweig yielded an innovative method for detecting tyre wear particles using a specialised vacuum system positioned behind drive wheels, equipped with sensitive particle sensors capable of identifying even microscopic airborne debris from various vehicle locations.

The VanContact A/S Eco received special recognition as the first van tyre to achieve the highest ‘A’ rating across all three EU tire label categories – rolling resistance, wet grip and rolling noise. Continental's partnership with the Deutsche Gesellschaft für Internationale Zusammenarbeit promoting responsible natural rubber sourcing in Indonesia also earned jury commendation.

Between 2020 and 2025, Continental successfully reduced water withdrawal per metric tonne of product by over 10 percent across all production facilities, conserving an impressive 197 million litres of water. This achievement resulted from implementing advanced filtration and membrane technologies that enable approximately 90 percent of wastewater to be treated and reused. The company maintains a comprehensive water management approach, systematically refining processes related to heating, cooling and sanitation. External validation of these efforts came through a ‘B’ rating from the independent organisation CDP for Continental's 2025 water management practices.

Edwin Goudswaard, Head of Research and Development at Continental Tires, said, “Tyres are our passion. We are committed to optimising them and making our manufacturing processes even more advanced and resource-efficient. Our greatest strength is our global team, working together closely to develop highly creative and innovative solutions. The jury honoured this very special commitment. And I would like to express my heartfelt thanks to all our colleagues for their remarkable dedication.”

Henning Mühlenstedt, Head of Future Technologies and Sustainable Infrastructure at Continental Tires, said, “Water is a valuable resource. Our continued progress in reducing consumption at our plants demonstrates how effective our approach is.”

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The Tyre Recovery Association has confirmed that its 2026 TRA Briefing Day will take place on 15 September 2026 at the Coombe Abbey Hotel in Coventry. The event, themed Giving REAL Meaning to the Circular Economy, will provide essential insights into the challenges and opportunities currently facing end-of-life tyre recycling both in the UK and globally.

Now an annual fixture, the Briefing Day aims to bring together industry professionals to discuss key developments in the sector. Attendance is free of charge for TRA members, media representatives, industry partners and regulators. For all other participants, a fee of GBP 70 plus VAT will apply, which includes access to a buffet lunch and refreshments throughout the day.

Those interested in attending are encouraged to register in advance by contacting the TRA office via post, telephone, email or through the association’s website. The event promises to deliver valuable updates and analysis for all those involved in the tyre recovery and recycling industry.

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Hankook has confirmed its partnership for the 2026 Convoy Truck Shows, stepping in as an infield partner for the series, which runs in tandem with the British Truck Racing Championships (BTRC). These events offer a distinctive fusion of high-octane track action and the immersive atmosphere of a large-scale truck gathering. This renewed involvement deepens Hankook’s footprint at some of the most eagerly awaited dates on the UK motorsport and haulage calendar.

The season’s schedule commences with Convoy on the Plain on 16–17 May, followed by Convoy Cymru on 20–21 June. The flagship gathering, Convoy in the Park, will round off the summer season on 8–9 August. Attendees can look forward to a full agenda of British truck racing, breathtaking stunt performances, live entertainment and attractions for all ages, alongside a remarkable display of working vehicles, custom rigs and pristine show trucks. Mirroring its sponsorship of the Devon Truck Show, Hankook’s partnership with the Convoy series supports its wider mission to generate substantial donations for local charitable causes and community groups, positioning it as an event with purpose beyond spectacle.

At each of these shows, Hankook will spotlight its cutting-edge range of commercial and consumer tyres. Key exhibits will feature the SmartFlex AH51 for steer axles and the SmartFlex DH51 for drives, both engineered for long-haul and regional use and prized for superior traction and extended durability. Also on show will be the SmartFlex TH31 trailer tyre, the Vantra Transit summer tyre for commercial vans and several models from the Laufenn portfolio, such as the LZ22 all-weather drive tyre, the LF21 all-position tyre and the robust LF95 trailer tyre.

Rounding out the display are the Dynapro HP2 all-season SUV tyre and the iON evo SUV, a cutting-edge summer tyre purpose-built for electric vehicles, underlining Hankook’s forward-looking approach to sustainable mobility. Through its involvement in the Convoy Truck Shows, Hankook reinforces its dedication to the haulage industry by engaging directly with drivers, fleet operators and enthusiasts, showcasing tyre innovations focused on safety, efficiency and peak performance, all while actively contributing to valuable community initiatives.

Event Director Mike Quartley said, "We’re thrilled to have Hankook Tyre UK return as an official sponsor of the Convoy Truck Shows. After the success of last year’s collaboration, continuing the partnership was an easy decision for us. Hankook’s commitment to the industry and to our events adds real value across the board – from contributing to the scale and quality of the events to elevating the atmosphere and experience for our audience. We’re proud to be building on this relationship as the Convoy series continues to grow.”

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The tyre industry gathered to honour outstanding innovation and individual accomplishment over the past year during the Tire Technology Expo 2026 held in Hannover. The Tire Technology International Awards, spanning 13 categories, recognised both technological progress and the commitment to a more sustainable future within the tyre sector. Organised by the Tire Technology International magazine, the winners were selected by an independent panel of journalists and technical experts.

Sustainability was a dominant theme, highlighted by three distinct environmental awards. Bridgestone received the award for tyre design innovation, celebrated for developing a truck tyre composed of 70 percent recycled and renewable materials, a notable industry milestone. In manufacturing, Continental was acknowledged for its significant strides in reducing freshwater consumption during production with the Environmental Achievement of the Year – Manufacturing award. The Environmental Achievement – Industry Contribution award went to the BioButterfly project, a collaborative effort involving Michelin, IFP Energies Nouvelles and Axens. This initiative was praised for creating bio-based butadiene from bioethanol, presenting a credible substitute for fossil fuel-derived materials and demonstrating strong potential for immediate industrial application.

Further technical achievements were recognised across several categories. Flexsys earned the Chemicals and Compounding Innovation of the Year award for developing the first practical alternative to the antioxidant 6PPD after extensive research. Teijin Aramid was honoured with the Materials Innovation of the Year award for industrialisation of its high-performance Twaron Next para-aramid fibre. A collaborative R&D breakthrough by Goodyear and TNO, which integrates tyre intelligence directly into a vehicle's automatic emergency braking systems to enhance safety, won the R&D Breakthrough of the Year award. In manufacturing equipment, Comerio Ercole’s advanced modular calendering line, Zeus, won the Tire Manufacturing Innovation of the Year award. Uzer Makina, a long-time finalist, was finally named Tyre Industry Supplier of the Year.

The event also celebrated conceptual and product excellence. Michelin had a particularly successful evening, first winning the Tire Concept of the Year award for its Lunar Airless Wheel, designed to withstand the extreme conditions on the moon. The company then claimed the highly anticipated Tire of the Year award for its Primacy 5 Energy, a tyre noted by the jury for achieving top EU label ratings in most sizes while offering improved longevity and reduced emissions compared to its predecessor. In the final major category, Continental was named Tire Manufacturer of the Year for the second consecutive year and the fifth time overall, following a review of the top manufacturers' yearly contributions.

The awards also highlighted personal achievements within the field. The Young Scientist Prize for 2026 was presented to Max Dixey, a PhD student at Queen Mary University of London, for his compelling presentation on the effects of carbon black activators. Finally, a Lifetime Achievement Award was bestowed upon Michelin’s Pascal Prost. A veteran engineer, researcher and long-time contributor to both the conference and the awards jury, Prost was celebrated by peers and colleagues for his enduring and significant impact on the tyre industry.

Matt Ross, Chairman of the awards and Editor-in-Chief of Tire Technology International, said, “As is now becoming the norm, this year’s awards were incredibly close. Continental and Michelin have picked up multiple awards and should be highly commended, but I’m also happy to see such an array of winners across the whole range of categories. The level of innovation on display across the tyre sector is staggering, and I hope that this year’s awards have captured even a hint of the groundbreaking work taking place to move this industry forward.”

On Frost’s achievement, Ross said, “For as long as I have worked on Tire Technology International and these awards, Pascal has been a valued contributor, a hugely appreciated advisor – and a wonderful sounding board. I would like to join with his peers and friends from across the industry in celebrating his phenomenal contribution to the tyre business.”

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