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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Hankook Tire, the exclusive tyre supplier to the FIA World Rally Championship (WRC), has reinforced its technical support for the sixth round of the 2026 season, the Vodafone Rally de Portugal, being held from 7 to 10 May in Matosinhos in the country’s northern region. The company is supplying its extreme all-terrain Dynapro R213 tyre, engineered for gravel stability, which is available in both Hard and Soft compound options. This tyre features a high-strength casing and an optimised tread pattern designed to disperse impact from sharp rocks and maintain grip even under high-speed, high-stress driving conditions.

As one of the most historic fixtures on the WRC calendar, Rally de Portugal has been a cornerstone event since the championship’s inaugural season in 1973. The 2026 edition is based at the Exponor service park near Porto and includes 23 special stages with a total competitive distance of roughly 345 kilometres. The route blends fast-paced sections with technically demanding areas, challenging crews with a soft, sandy gravel surface that deteriorates rapidly as cars make repeated passes. While the first run demands stable performance on limited grip, the second pass exposes deeper ruts and sharper rocks, making tyre durability and handling decisive.

A particular focus is the Amarante stage, the longest of the rally at approximately 26 kilometres, which features a mix of tight hairpin turns and high-speed straights. Drivers must carefully balance aggressive tactics with tyre preservation, placing a premium on strategic decision-making. The Dynapro R213’s two-compound system allows teams to adapt flexibly to evolving stage conditions, with the Hard compound offering resilience against cuts and the Soft compound providing extra mechanical grip on looser surfaces.

Beyond technical support, Hankook is operating its ‘Brand World’ booth inside the service park throughout the event. This interactive space aims to elevate the premium image of the global brand with a motorsport heritage exhibition, racing simulators, branded merchandise and dedicated photo zones. Visitors are offered an immersive brand experience that complements the intense competition, as Hankook continues to demonstrate its engineering capabilities across one of the most abrasive and unpredictable rallies on the WRC schedule.

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Toyo Tire U.S.A. Corp (Toyo Tires) launched the 2026 Championship Off-Road (COR) racing season with a dominant three-class victory sweep, led by drivers Johnny Greaves in Pro-4, Ryan Beat in Pro-2, and Wyatt Miller in Prospec. The opening weekend, held for the second straight year at the Show-Me Shootout on the 1.2-mile short course at Lucas Oil Speedway in Wheatland, Missouri, saw Beat’s Pro-2 truck run on off-the-shelf 35x12.50R17 Open Country C/T tyres, while Greaves relied on off-the-shelf 35x12.50R17 Toyo Open Country R/T Trail tyres for his Pro-4 win.

During Saturday’s round one, Ryan Beat in the number 51 Bilstein / Toyo Tires / Rockstar Energy / Chevrolet truck seized the lead on lap two and never gave it up, securing Team Toyo’s first Pro-2 victory of the 2026 campaign. The following day’s round two featured Johnny Greaves piloting the number 22 Monster Energy / Toyota / Toyo Tires Pro-4 truck to an early-season checkered flag, while reigning Prospec champion Wyatt Miller, in the number 73 Bass Pro Shops / Toyo Tires / Chevrolet entry, added another win to start his title defence.

With the season-opening weekend complete, the COR series now prepares for the Antigo Off-Road National scheduled for 29–31 May 2026 at the Langlade County Motorplex in Antigo, Wisconsin.

Greaves said, “It felt great to show up for the first race weekend and take a win, along with a third-place finish. It was a strong way to start the season.”

Beat said, “I’m super happy to kick off another season with a win! The team has been putting in the work, and it shows. As the series continues, tyres become the difference-maker, and our Toyos were dialled all weekend.”

Adrian Puente, Manager – Events, Motorsports and Technical, Toyo Tire U.S.A. Corp, said, “After an incredibly successful 2025 season, it’s great to see Team Toyo drivers in the winner’s circle on opening weekend in Wheatland. Wins across three classes on off-the-shelf Toyo tyres highlight the quality of our products and their championship-winning-pedigree.”

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Liberty Tire Recycling’s SmartMIX rubber asphalt additive (RMA) has taken centre stage as a key component as the Alabama Department of Conservation and Natural Resources (ADCNR), alongside Alabama State Parks and the Alabama Department of Environmental Management, was named a finalist in the Market Development Excellence category of the inaugural Circle of Change Awards launched by the Tire Recycling Foundation (TRF).

For its award-nominated project, Alabama State Parks selected Liberty Tire Recycling’s SmartMIX to resurface roads and parking areas at public parks. Unlike complex liquid modifiers, the SmartMIX additive from Liberty Tire Recycling offers a simpler, cost-effective solution that improves asphalt compaction, flexibility and overall durability. Manufactured entirely from recycled tyres, the material itself remains recyclable, helping Alabama’s project boost pavement longevity while generating steady, long-term demand for recycled tyre rubber.

The Tire Recycling Foundation launched this national recognition programme to honour efforts that create lasting, expandable demand for products derived from scrap tyres, integrating such materials into conventional infrastructure and public works. The award category recognises initiatives that embed recycled tyre materials into mainstream infrastructure and public works programmes.

Winners of the Circle of Change Awards, including the Market Development Excellence category, will be announced on 14 May 2026, during the Tire Recycling Conference Awards Luncheon in Denver, Colorado.

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Infiniteria has appointed Proman as its Engineering, Procurement and Construction partner for a circular tyre recycling facility in Uddevalla, Sweden. This collaboration marks a decisive move towards establishing what the company describes as Europe’s leading circular tyre recycling business, with the Uddevalla site serving as the cornerstone for a future network of industrial-scale plants across the continent.

The company specialises in transforming end-of-life tyres into high-value recovered materials, aiming to accelerate the transition to a more resilient circular economy. The Uddevalla facility stands as Infiniteria’s flagship project and represents the initial phase of a broader European expansion strategy.

Committed offtake agreements are already in place with major customers including Preem, Nokian Tyres and Michelin, underscoring strong industrial demand for the recovered materials.

Kajsa Ryttberg-Wallgren, CEO, Infiniteria, said, “Bringing Proman on board as our partner is a major step forward for Uddevalla. They have a proven track record in delivering complex industrial plants, and the discipline and capability they bring mark a decisive step towards starting operations. We are fully committed to Uddevalla as the long-term home of our flagship facility, to our customers and to building Europe’s leading circular tyre recycling business.”

Francisco Carlos, Managing Director, Proman Portugal, said, “We appreciate the confidence and trust placed in Proman by Infiniteria as we take on the role of Engineering, Procurement and Construction partner in the Uddevalla project. Proman brings strong global expertise and experience to the project, including project management, engineering, procurement, construction and commissioning of complex industrial facilities. We look forward to working with Infiniteria to progress the Uddevalla project towards successful completion.”

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