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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Apollo Tyres has introduced a new series of truck and bus bias (TBB) tyres, marking a significant expansion of its commercial vehicle portfolio. This launch centres on three distinct models within the popular 10.00-20 size category, each engineered to address specific operational needs while contributing to a lower total cost of ownership for fleet operators. The development process involved rigorous collaboration between global research and plant teams, ensuring the tyres deliver enhanced durability, reliability and extended mileage through advanced technological features.

The new range includes the XT 1^x and XT 2^x, both designed as drive pattern tyres. The XT 1^x focuses on profitability through a robust lug design that resists cuts and chips, along with a durable carcass structure. For operations demanding extra strength, the XT 2^x incorporates an extra-deep tread and a reinforced casing to improve load capacity and longevity. Complementing these is the XR 1^x, a steer pattern tyre built for an extended service life. It utilises a specialised tread matrix to minimise wear and incorporates design elements for improved heat dissipation and overall durability.

Collectively, these tyres are engineered to maximise vehicle uptime and operational efficiency. The drive patterns are constructed to provide superior traction across diverse conditions, while the steer pattern prioritises stability, even wear and responsive handling. This balanced approach offers a comprehensive solution for transport businesses. Through this strategic product introduction, Apollo Tyres reaffirms its dedication to innovation and developing solutions that support more efficient, profitable and dependable mobility for its customers.

Rajesh Dahiya, Vice President – Commercial (India, SAARC and Southeast Asia), Apollo Tyres Ltd, said, “This new TBB tyre range is a strong step forward in our journey to deliver superior performance and value. By combining advanced design, robust construction and application-focused patterns, we aim to help our customers achieve lower operating costs while meeting the demands of newer and growing vehicle segments.”

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Goodyear and TIP Group, a prominent European equipment solutions provider, have renewed their longstanding partnership for another five-year term. This extension coincides with a significant milestone, celebrating two decades of joint efforts supporting fleet operations across the continent. Throughout this period, Goodyear has provided TIP's fleets with tailored, high-performance commercial tyre solutions designed to meet specific operational demands.

A central pillar of the renewed alliance is a shared commitment to sustainability. By integrating Goodyear's latest product innovations, such as the KMAX GEN-3 range, TIP can now offer its customers truck tyres constructed with a minimum of 40 percent sustainable materials. These products are engineered to deliver the expected durability while also featuring B-label rolling resistance to enhance fuel efficiency. Further supporting sustainable operations, Goodyear’s retreading services aid TIP in prolonging tyre life cycles, which helps reduce waste, conserve resources and manage operational expenses.

Complementing the supply of tyres, TIP’s clients gain access to extensive service support through Goodyear’s expansive TruckForce Network of over 2,000 locations. This network is critical for minimising vehicle downtime, optimising tyre performance and ensuring fleet reliability. These combined efforts actively contribute to TIP Group’s broader environmental, social and governance objectives, enabling more sustainable fleet management without sacrificing efficiency or customer value.

Concurrently, TIP continues to advance its own modernisation initiatives, investing in sustainable fleet solutions, advanced telematics and refurbishment capabilities. These investments help customers extend asset lifecycles, improve regulatory compliance and lessen their environmental impact. The enduring partnership with Goodyear thus serves as a key component in TIP’s comprehensive strategy to navigate evolving market and regulatory landscapes.

Piotr Czyżyk, Vice President – Commercial Sales EMEA, Goodyear, said, “This partnership is built on trust, long-term thinking and a deep understanding of the transport fleet market. For 20 years, we have worked closely with TIP Group to deliver reliable products, innovative fleet solutions and retreading services that help keep their customers moving. Extending our agreement for another five years reflects our shared commitment to performance, efficiency and sustainability – and to continuously evolving together as market expectations change.”

Paul Beadle, COO, TIP Group, said, “Our collaboration with Goodyear is a strong example of how strategic partnerships can create real value for fleet operators. Managing more than 90,000 trucks, trailers and specialised assets across Europe means reliability is critical, which is why we value long-term partners like Goodyear. By combining high-performance tyres and mobility solutions with our operational experience, we deliver more efficient and more sustainable fleet solutions and ultimately more value for our customers.”

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Maxam Tyre Europe will showcase its comprehensive portfolio of agricultural tyres at Fieragricola 2026 in Verona from 4–7 February. Under the banner ‘More Pull. Less Fuel’, the company's participation highlights a core commitment to efficiency and enhanced productivity through smart tyre performance. Exhibiting in Hall 6, Stand D4, the Sailun Group subsidiary will feature a curated selection from its diverse range.

Among the products on display will be the MAXAM AgriXtra XL VF tyre, a model recognised by the German Agricultural Society, the DLG, for its contributions to soil preservation, improved traction and reduced fuel consumption. The event provides an opportunity for attendees to engage directly with the Maxam brand and its innovative solutions. This focus on sustainable technology aims to demonstrate how advanced tyre engineering can significantly improve operational efficiency and support modern, responsible farming practices.

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Prinx Chengshan has successfully rolled off its first off-the-road giant tyre, model 30.00R51, a milestone celebrated by company leaders and Rongcheng Mayor Liu Jinjun. This achievement marks a crucial step in the construction of the firm's new green and intelligent off-road tyre factory and represents significant progress in enhancing its high-end product portfolio, effectively addressing a gap in the domestic market for premium off-road tyres.

The newly produced tyre, with an outer diameter of nearly three metres and a weight of 1.8 tonnes, is engineered for massive dump trucks operating in open-pit mines, capable of carrying loads over 120 tonnes. Its design features a wide, deep tread pattern for superior traction and a specialised shoulder cooling system that promotes heat dissipation. This innovation enhances safety by reducing risks such as blowouts while also improving operational efficiency and cost-effectiveness in demanding mining environments.

This strategic development responds to steadily rising global demand for high-end off-road tyres, fuelled by growing infrastructure investment and mining industry modernisation. The company's significant investment of over CNY 1.1 billion (approximately USD 158 million) in its new production base, initiated in 2025, underscores this focus. The facility, covering more than 100,000 square metres, is planned to have an annual capacity of 84,000 engineering tyres and 10,000 giant tyres for diverse applications across mining, construction and industrial sectors.

From its inception, the project has been guided by principles of high-end intelligence and green environmental protection. It incorporates modern workshops, smart manufacturing processes and sustainable initiatives like rooftop solar power generation to ensure energy-efficient development, reflecting a firm commitment to circular economy practices and Industry 4.0 standards.

Moving forward, Prinx Chengshan will leverage its global network of research and development centres to continue advancing independent innovation. By fully implementing a ‘Product + Service’ model, the company is committed to its in-depth transformation towards high-end, intelligent and green manufacturing. This direction aims to provide efficient and reliable solutions for global mining progress, injecting robust momentum from ‘China Smart Manufacturing’ into the industry's future.

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