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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Pirelli has made its P Zero R and P Zero Trofeo RS tyres available in the replacement market, bringing the expertise gained from custom fitments for the world’s most prestigious and high-performance vehicles to a broader audience of enthusiasts seeking to unlock their car’s full potential. Developed alongside leading luxury automakers and already fitted to over 60 models – from European supercars to American muscle cars – these two tyres stand as the pinnacle of the P Zero range. Their exceptional quality was recently validated by the independent publication Tyre Reviews, which named the P Zero R the top performance tyre of 2026, describing the achievement as an impressive victory rooted in its outstanding capability across both dry and wet conditions.

Pirelli designed the P Zero R primarily for sportscars and high-end prestige models, while the P Zero Trofeo RS serves as a semi-slick aimed at delivering sustained maximum performance on the track for supercars, all while remaining road-legal. The P Zero R achieves its versatility through advanced compounds that ensure strong grip on various asphalt surfaces and in changing weather, with particular emphasis on wet-road confidence, while its tread pattern reduces interior noise. These attributes were confirmed by Tyre Reviews, which ranked the P Zero R first among eight ultra-high-performance summer tyres in its category, leading in dry braking and handling, excelling in wet handling and receiving praise for inspiring confidence even in extreme driving scenarios. Meanwhile, the Trofeo RS is defined by its ability to maintain consistent high performance across many demanding track laps, a capability demonstrated through record-setting runs on the Nürburgring Nordschleife.

Pirelli refines these tyres using its Milan-based R&D simulator for virtual development, with production carried out by MIRS robots at its Italian plant in Settimo Torinese and its facility in Rome, Georgia, the latter specialising in replacement tyres for the American market, particularly sportscars and local muscle cars. Beyond these offerings, Pirelli continues to advance original equipment technology with solutions such as Elect for electric vehicles, RunFlat for continued mobility after pressure loss, PNCS for cabin noise reduction and the Cyber Tyre system, which uses embedded sensors to relay real-time data for enhanced safety and performance.

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Kumho Tire USA has launched its inaugural Gaining Traction Programme in collaboration with the Broadmoor Pikes Peak International Hill Climb, presented by Gran Turismo, selecting four competitive racers who each call Colorado home. These drivers share five years or fewer of racing experience on Pikes Peak, yet have demonstrated exceptional skill, passion, and a fearless approach to the mountain’s unique demands.

Matus Huska of Parker will compete in the Pikes Peak Open division aboard his 2010 Audi TTS, bringing four years of experience to the climb. Earl O’Maley from Colorado Springs steps up in the Open Wheel division with three years under his belt, driving his 2015 O’Maley Special Spec V. Ernie Ramirez of Aurora returns for his second year in the Time Attack division piloting a 2013 Mitsubishi Evolution, while Arvada’s Ben Ryan, an old-school racer, enters the Pikes Peak Open division in a 1968 Plymouth Roadrunner after previous Time Attack entries in 2023 and 2024.

Through this inaugural programme, Kumho Tire USA provides the racers with financial support, a supply of KUMHO V730 tyres and driver development resources. Beyond on-track benefits, the drivers will gain visibility by participating in an autograph session at the Kumho Tire booth during Fan Fest in downtown Colorado Springs, offering direct engagement with racing enthusiasts and media.

The KUMHO V730 tyre is engineered for competitive driving environments, maximising grip and handling through a racing compound that combines ultra-high grip synthetic resins with fine carbon black. Its high-strength carcass and optimised footprint design work together to manage lateral cornering forces while enhancing endurance and longevity.

Ed Cho, CEO, Kumho Tire USA, said, "Our investment in these four talented Pikes Peak drivers goes beyond mere sponsorship; it's about fostering the next generation of motorsport champions and helping them navigate the unique demands of this legendary race. Each of the selected participants demonstrates remarkable potential and a passion for racing that aligns perfectly with Kumho Tire's spirit of innovation and performance. We look forward to seeing them leverage our most advanced, high-performance tyre to achieve new milestones in their competitive careers."

Melissa Eickhoff, CEO, Pikes Peak International Hill Climb, said, "Pikes Peak has long been a proving ground for talented drivers, and it's exciting to see a programme that invests directly in emerging competitors from Colorado. Through this partnership with Kumho Tire, these four drivers have the opportunity to grow their careers while contributing to the Colorado legacy that has defined the Race to the Clouds for more than a century."

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The Tire and Rubber Association of Canada (TRAC) has opened nominations for its 2026 Industry Leadership Awards, with a submission deadline of 24 April 2026. Honourees will be celebrated during the organisation’s Annual General Meeting in June.

Nominations are being accepted across four distinct categories – Leader of the Year, Young Leader, Lifetime Achievement and Sustainability. Anyone can put forward a candidate, though rules vary by category. Companies nominated must have a physical presence in Canada, while individuals may be based anywhere. Self-nominations are permitted only in the Sustainability category.

The Leader of the Year award recognises an individual who owns or manages a successful, innovative business within the tyre and rubber sector, including end-of-life tyre management or sustainability-focused operations. This person is known for significant contributions to their company, the wider industry and their community through time and resources devoted to social impact. Self-nominations are not allowed.

The Young Leader award celebrates inspiring leaders under the age of 40 who demonstrate excellence in management, innovation, technology or sustainability within their organisation or community. Self-nominations are not accepted.

Lifetime Achievement honours individuals with an extensive record of accomplishment, recognised by peers as builders and supporters who have made outstanding contributions and left an enduring legacy for both the industry and the broader community. Self-nominations are not accepted.

The Sustainability award is open to individuals or organisations advancing environmental, social or economic sustainability within the tyre and rubber industry. This includes end-of-life tyre management, market development for tyre-derived materials and strategic efforts such as advocacy, education or partnerships that expand end-use markets. Self-nominations are welcome.

These awards aim to highlight excellence, offering recipients a platform to raise their professional profile and stand out while celebrating dedication across the industry.

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Hankook Tire is preparing to take centre stage as the champion of TGL presented by SoFi Season 2 is decided. The highly anticipated Final Series unfolds over two days, 23 and 24 March 2026, at Florida’s SoFi Center, where the season’s defining matches will play out.

Since the 2026 season, Hankook has served as the inaugural Official Tire Partner and a Founding Partner of TGL, playing an integral role in the league’s identity. Guided by Chairman Hyunbum Cho’s emphasis on technological innovation, the brand has helped redefine sports entertainment by fusing golf with cutting-edge technology – a formula that has connected with audiences across 150 countries. During the Final Series, Hankook will maximise its premium visibility through prominent LED signage, broadcast graphics and television commercials. By standing alongside PGA stars at this historic moment, the company continues to strengthen its global premium reputation.

The championship showdown features Los Angeles Golf Club and Jupiter Links GC. Los Angeles earned its place by defeating reigning champions Atlanta Drive GC, while Jupiter Links advanced with an upset over regular-season leaders Boston Common Golf. Los Angeles enters with a formidable roster including Collin Morikawa, Justin Rose, Sahith Theegala and Tommy Fleetwood, having led the regular season in Triples Team Sessions, average driving distance, and fairway accuracy. Jupiter Links, anchored by Tiger Woods, Max Homa, Tom Kim and Kevin Kisner, showcased strategic dominance by topping the league in Singles Team Sessions and successful Hammer plays.

With both teams making their first Final Series appearance, a fierce battle for the inaugural title awaits. Hankook will be embedded at the heart of this milestone, further cementing its global integrated brand identity in the minds of golf fans worldwide.

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