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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Michelin UK is calling on motorists to check their tyres this October after new research (OnePoll survey of 2,000 UK drivers, conducted in September 2026, commissioned by Michelin) found that half are unsure about some of the most basic elements of tyre safety. The findings arrive as TyreSafe's Tyre Safety Month gets underway and suggest that while drivers recognise vehicle safety matters, knowing what to inspect and how to act when something requires attention remains unclear for many.

Nearly a quarter of those surveyed (24 percent) cannot tell whether their tyres are road legal, and only 53 percent know that the UK's legal minimum tread depth is 1.6 mm. Everyday maintenance also presents difficulties: 19 percent of motorists are not confident about inflating tyres and setting pressures correctly, and 56 percent lack confidence in using a tyre repair kit.

Since tyres are vital to braking, handling and grip, Michelin stresses that knowing how to check and maintain them is essential for the safety of drivers, passengers and other road users. The company is therefore urging drivers to act now and inspect their tyres during Tyre Safety Month rather than waiting for problems to emerge.

Michelin points drivers to four key areas of tyre care. On legality, UK car tyres need at least 1.6 mm of tread across the central three-quarters of the tread around the entire circumference, and drivers should watch for visible damage including cuts, cracks and bulges. On tread depth, regular checks are preferable to waiting for the legal limit; a gauge gives an accurate reading, while a 20 pence coin offers a handy alternative because its rim measures 1.6 mm.

On pressures, Michelin notes that incorrect inflation can affect handling, braking, fuel consumption and tyre wear. Drivers should check when tyres are cold, follow the manufacturer's recommendations, usually in the handbook or on a label inside the vehicle, and use a pressure gauge. On damage, drivers should learn their tyre repair kit before an emergency; many modern vehicles carry a sealant kit instead of a spare wheel, injecting sealant through the valve to temporarily seal certain punctures and restore pressure so the vehicle can reach safety or the nearest tyre professional.

Joe Brammer, Technical Manager, Michelin UK, said, “The findings highlight an opportunity to make tyre safety advice more accessible and help motorists feel better equipped to make informed decisions about their vehicles. By understanding a few key checks and knowing when to seek professional advice, drivers can take a more active role in maintaining their tyres and help to keep themselves and others safe on the road.”

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Toyo Tires will stage its Treadpass showcase at the 2026 SEMA Show in Las Vegas from 3–6 November, assembling a hand-picked roster of vehicles making their global premieres. Set between the Las Vegas Convention Center's Central and South Halls, the exhibit pairs the tyre maker with skilled builders, handing them a high-visibility platform for their craft.

Twenty-seven world-debut machines will populate this year's display, spanning a spectrum broad enough to satisfy nearly any automotive taste. Among them are a 1979 Porsche 935 styled after racing machinery and powered by a 637-horsepower electric drivetrain, alongside a 2027 Rolls-Royce Cullinan with a custom body kit marking its first North American appearance. Toyo Tires will again dedicate a section of its website to detailing each build, listing model year, make, model, wheel and tyre fitment and other notable modifications.

Working with Time Capsule, a business-to-business firm known for finely crafted diecast miniatures, Treadpass will host an oversized die-cast toy box. The centrepiece is a 2014 Scion FRS (Toyota GT86) conceived and assembled by Daniel Song of DRVNmind. It carries the first Neo86 widebody conversion fitted outside the demonstration car built in Japan a year earlier, restyling the Scion with cues drawn from the iconic AE86 and honouring the celebrated US-built AE86 nicknamed ‘Run Free’. A Beams 3SGE swap with individual throttle bodies from Panic Made and custom high-rise headers from Dream Maker Goods sit under the hood, while Rays TE37V 18x10 wheels in Dash White carry Toyo Proxes Sport R 255/35/18 rubber.

Leen Customs returns as a collaborator, with limited-edition pins once again part of the SEMA experience. Ten designs will honour select Treadpass vehicles and be handed out at scheduled times. A separate 11th pin will be offered during an Artist's Meet with Leen Customs founder Hansel Echeverria on 4 November from noon to 1 p.m.

As the industry's premier trade gathering, the SEMA Show draws manufacturers and buyers from every sector. Toyo Tires remains a highlight, presenting distinctive builds from leading shops nationwide. Among the vehicles on view will be a 1972 Chevrolet Blazer K5 by Tony Arme, a 1974 Capri Mk 1 by JH Restorations Ltd., a 1979 Ford F-250 Crew Cab by Fat Fender Garage, a 1979 Porsche 935 Baby Moby by Bisimoto and a 2027 Rolls-Royce Cullinan by WALD USA. Further details on the tyres behind these builds can be found on the Toyo Tires website.

Stan Chen, Deputy Director – Consumer Marketing, Toyo Tire U.S.A. Corp, said, “Over the years, Treadpass has been an incredible way for us to collaborate with top builders and create a one-of-a-kind experience at the SEMA Show. We are thrilled to bring the activation back for its 13th year and deliver another unforgettable experience for attendees while showcasing the largest culmination of world-debut cars at this year’s show.”

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Sri Trang Agro-Industry Public Company Limited (STA) and Sri Trang Gloves (Thailand) Public Company Limited (STGT) collectively secured six accolades at the IAA Awards for Listed Companies 2026, a recognition reflecting their strength in corporate management, financial stewardship and investor relations. The Investment Analysts Association (IAA) hosted the ceremony on 21 October 2026, at the Eastin Grand Hotel Phayathai.

STA claimed all three honours in the Agro Industry category for a second straight year. Chief Executive Officer Veerasith Sinchareonkul was named Outstanding CEO, with Thitima Wongwairoj, Regional Finance and Controller Manager, accepting on his behalf. Chief Financial Officer Patrawut Panitkul received the Outstanding CFO award, also collected by Wongwairoj. Executive Director Vitchaphol Sincharoenkul earned Outstanding IR recognition, with Pimpetch Sapkhoonthawee of Investor Relations accepting for him.

STGT, which won Outstanding CEO and Outstanding IR in 2024, took three awards in the Consumer Products category. Chief Executive Officer Jarinya Jirojkul was honoured as Outstanding CEO, while Chief Financial Officer Thanawan Sa-ngiamsak received Outstanding CFO. Chairman of the Executive Committee Vitanath Sincharoenkul was named Outstanding IR, with Sa-ngiamsak accepting on his behalf.

The six awards underscore the confidence of Thai securities analysts and fund managers in both companies' management teams amid global economic uncertainty. Sri Trang Group continues to uphold good corporate governance, rigorous financial discipline and transparent disclosure while integrating environmental, social and governance principles into its operations. These include STA's responsible raw material sourcing and EU Deforestation Regulation preparedness, alongside STGT's delivery of products meeting international quality standards. The IAA Awards, among Thailand's most prestigious capital market honours, are scored by analysts and fund managers on management expertise, disclosure quality and investor engagement.

Veerasith Sinchareonkul, Chief Executive Officer of Sri Trang Agro-Industry Public Company Limited, said, “Receiving awards in all three categories for the second consecutive year is a great honour and a source of pride for Sri Trang. This recognition inspires us to continue upholding the highest standards of excellence. It reflects the dedication of our executives and every member of our team, who work together to advance the business responsibly and with a firm commitment to good corporate governance. As economic and industry conditions evolve, we will continue to communicate accurately, transparently and promptly about both opportunities and challenges, enabling investors to understand our strategic direction and strengthening their confidence in our long-term growth.”

Jarinya Jirojkul, Chief Executive Officer of Sri Trang Gloves (Thailand) Public Company Limited, said, “At Sri Trang Gloves, trust begins with the quality of the rubber gloves we deliver to users around the world and the responsibility with which we manage our business. Receiving awards in all three categories this year is a source of pride for our entire team, whose collective efforts uphold product quality, sound financial management and effective investor communication. We remain committed to financial discipline, prudent resource management and open, transparent disclosure so that shareholders and investors understand our performance, opportunities and risks. We will continue to develop our business to create long-term value.”

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The Goodyear Tire & Rubber Company has named Joseph Stanekenas, a professional driver with General Transport, as the recipient of the 42nd Goodyear Highway Hero Award. The honour recognises his courageous response to a serious highway accident involving a semi-truck that had collided with another trailer and caught fire.

Upon witnessing the crash, Stanekenas immediately parked his vehicle and rushed to assist the driver trapped inside the burning truck. With the help of fellow commercial driver Charles Johnson, he led the rescue despite dangerous conditions, and the two men pulled the driver from the vehicle and moved him to safety. The driver survived thanks to Stanekenas' swift initial response and the pair's shared willingness to risk their own safety for a stranger.

Established in 1983, the Goodyear Highway Hero Award recognises professional truck drivers across the US and Canada who demonstrate exceptional courage and selflessness on the job. As the 42nd recipient, Stanekenas will receive a cash prize and a ride aboard the iconic Goodyear Blimp, with Johnson also invited to join the Blimp experience in recognition of the teamwork that made the rescue possible. The award reflects Goodyear's commitment to honouring the commercial trucking industry and the drivers who keep North America's roads, businesses and communities moving.

Karly Becker, Director of Safety, General Transport, said, “Joseph has been a driver for General Transport for four years and is always willing to go above and beyond in every aspect. It is a pleasure to have Joseph as part of our fleet but our honour to nominate his heroic actions through Goodyear’s Highway Hero Award to save a stranger’s life.”

Joe Stuglis, Vice President, Commercial Sales North America, Goodyear, said, "Professional truck drivers keep goods and services moving across North America every day, but their impact often extends far beyond the freight they haul. Joseph and Charles demonstrated extraordinary courage and selflessness when they stopped to help a fellow driver in a life-threatening situation. Their actions made a difference, and we are proud to recognise their bravery."

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