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 has further solidified its global reputation for innovative product design after securing three Winner awards in the Product Design category at the prestigious Red Dot Design Award 2026. The recognition from the internationally acclaimed competition underscores the company’s commitment to advancing tire technology through aesthetic and functional excellence.

The honoured products include the ultra-high-performance Ventus evo, the all-terrain iON AT developed for electric SUVs and pickup trucks and Laufenn’s summer performance tyre, the S FIT2. Each design was evaluated for its innovation, aesthetics, functionality and overall quality, with Hankook Tire standing out among global contenders in this year’s selection.

The Ventus evo was distinguished by its sharply defined centre wheel groove that enhances steering precision and reduces road noise, while a chamfer design and an AI-powered sustainable compound improve mileage by up to 32 percent. Its sidewall also features a Vanta Velvet graphic with an ultra-fine texture, combining visual appeal with practical performance. Meanwhile, the upcoming iON AT integrates key electric vehicle attributes such as energy efficiency, extended mileage and low noise into an off-road focused structure, with an optimised tread pattern and compound that minimise energy loss, heat generation and wear.

The S FIT2 from Laufenn earned recognition for its Numeric Sidewall design, which aligns with the brand’s minimalist philosophy while strengthening visual identity. Its asymmetric tread pattern ensures precise handling and effective drainage, while added features like the Alignment Indicator and EV Mark enhance user convenience. Environmentally conscious technologies also extend tread life and reduce noise. Organised by Germany’s Design Zentrum Nordrhein Westfalen, the Red Dot award is one of three major international design accolades – alongside the iF Design Award and the IDEA – where Hankook Tire continues to earn consistent recognition, reinforcing its premium brand image through innovation-driven design.

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HS HYOSUNG Group has officially released its inaugural Sustainability Report, marking a significant milestone since the conglomerate’s establishment. The comprehensive document provides a transparent overview of the organisation’s Environmental, Social and Governance management activities, detailing both ongoing initiatives and notable accomplishments across its operations.

The publication consolidates ESG data from the holding entity, HS HYOSUNG Corporation, and extends to major subsidiaries such as HS HYOSUNG USA, Inc., HS HYOSUNG TOYOTA Co., Ltd. and HS HYOSUNG GLOBAL LOGISTICS VINA CO., Ltd. Furthermore, the report incorporates the ESG performance of key affiliates, including HS HYOSUNG ADVANCED MATERIALS Corporation and HS HYOSUNG INFORMATION SYSTEMS Corporation, ensuring a holistic representation of the group’s sustainability efforts.

Central to the report is the introduction of the group’s sustainability vision, ‘Rooted in Value, Growing Together’, which is supported by three strategic pillars: Growth Value, Shared Value and Trusted Value. To guide its strategy, the group synthesised double materiality assessments from various units, identifying five Group-wide priorities: customer satisfaction, occupational health and safety, compliance, eco-friendly portfolio and climate change response. The report systematically details the management frameworks, current progress, key achievements and forward-looking plans for each of these critical areas.

An HS HYOSUNG official said, "Publishing our first Sustainability Report as we celebrate the second anniversary of HS HYOSUNG makes this milestone especially meaningful. Going forward, we will continue to respond proactively to a changing business environment while creating greater value and building stronger trust with our stakeholders."

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Tegeta Green Planet, in collaboration with Shine Energy, recently conducted an environmental awareness session at Edison School ‘Novatsia’, drawing the participation of approximately 60 students. The gathering was designed to illuminate the core tenets of the green economy, renewable energy and circular economic models, aiming to instil a robust sense of environmental stewardship among the younger generation.

The initiative sought to cultivate a collective sense of duty regarding the preservation of natural resources and the urgent challenges posed by climate change. Attendees were briefed on the deployment of modern technologies and innovative strategies to mitigate ecological footprints while also exploring the corporate sector's role in fostering a sustainable future. The discourse underscored that sustainable development transcends mere environmental conservation, integrating economic vitality and social equity.

Tegeta Green Planet’s representatives delved into the specifics of the Extended Producer Responsibility system and the intricacies of managing particular waste streams, alongside the foundational principles of the circular economy. Concurrently, Shine Energy’s team elaborated on the pivotal function of renewable sources in the ongoing energy transition, highlighting the societal and ecological advantages of solar power and other clean energy alternatives. The session was notably enriched by the proactive engagement of 10th-grade students.

These students delivered presentations on Earth Day, tracing its historical origins, its evolution into a global movement and the critical importance of individual action in resource preservation. The dialogue reinforced that every societal member contributes to this balanced vision. Tegeta Green Planet and Shine Energy remain committed to expanding such educational projects across various institutions, viewing them as essential to nurturing an environmental culture and responsible behaviours that are fundamental for the well-being of future generations.

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The U.S. Tire Manufacturers Association (USTMA) has launched National Tire Safety Week 2026, a public education campaign running from 29 June through 4 July. This year’s initiative, themed ‘Driving Safety, Full Circle’, introduces a new storytelling platform called Full Circle, which emphasises the essential role of tyres in everyday American life. The campaign underscores the critical importance of regular tyre maintenance for overall vehicle safety.

To illustrate this message, the association has released Full Circle Moments, a series of short videos depicting common scenarios where tire performance is paramount. The series features five distinct vignettes, including an infant’s secure journey home from the hospital, a parent’s lesson in driving for a teenager, the durability required for a family road trip, the traction needed during a heavy rainstorm and the stopping power necessary for sudden braking. These videos are being distributed via USTMA’s official website and social media channels.

The campaign also provides motorists with a practical maintenance guide, urging them to remember the acronym ‘P.A.R.T.’, which stands for Pressure, Alignment, Rotation and Tread. Drivers are advised to conduct these checks at least monthly and prior to embarking on extended summer road trips. According to the association, investing a few minutes in these simple inspections can significantly reduce the risk of highway incidents.

Furthermore, National Tire Safety Week marks the official launch of the Full Circle digital platform, which is structured around five core pillars: safety, sustainability, innovation, economic impact and advocacy. The site offers evidence-based narratives about the tyre industry’s dedication to reliable mobility and environmental stewardship, including efforts to repurpose tyres. The initiative is supported by all major USTMA member companies, including Bridgestone, Continental, Goodyear, Michelin and several other leading tyre manufacturers.

Anne Forristall Luke, President and CEO, USTMA, said, “Every drive home, every family road trip, every race to an emergency by a first responder happens on tyres. Proper tyre maintenance plays a critical role in safety on the road, and we must all do our part to protect the people and moments we value most. National Tire Safety Week is our reminder that caring for our tyres is simple and essential, and that behind every safe mile is an industry working to make mobility safer, smarter and more dependable.

“Tyres are essential to nearly every part of modern life, yet they’re easy to take for granted. Full Circle embodies the depth of our industry’s commitment to the communities we serve. It’s a story of an industry committed to continuous progress with safety at the forefront, and we’re proud to keep driving it forward.”

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