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 moved to accelerate its market expansion in the United Arab Emirates by hosting the ‘Laufenn Partner Event’ on 21 May. The company collaborated with its official UAE distributor, Gulf Coasts Co L.L.C., a well-established player in the Middle Eastern automotive sector.

Over 150 regional wholesalers, retailers, dealers, fleet customers and executives from Hankook Tire’s Middle East and Africa Division attended the gathering. The event served to share strategic plans for growing Laufenn’s presence in the UAE, leveraging Gulf Coasts’ advanced logistics and technical workforce to solidify Hankook’s business influence.

The programme highlighted Laufenn’s high-performance passenger car and SUV tyre lineups, including the new EV-compatible LK12 model, which promises improved performance, handling, stability and longer mileage. A brand session unveiled the strategic roadmap for the UAE, followed by a business conference aimed at maximising partner collaboration.

Jong Woo Kim, Vice President and Head of the MEA Division at Hankook Tire & Technology, said, "Based on the strong distribution synergy with Gulf Coasts, we will rapidly expand Laufenn's footprint in the UAE market. By delivering Laufenn's value-conscious strategy, which is anchored in Hankook Tire's global top-tier technology and strict quality standards, we are committed to driving sustainable, mutual growth alongside our local partners."

Hamed Ghaedi, Managing Director, Gulf Coasts Co L.L.C, said, "We are tremendously excited to lead the official distribution of Laufenn, a global brand engineered by Hankook Tire. Moving forward, we will fully activate our channels, combined with our robust sales force, to maximise Laufenn's market visibility and deliver meaningful commercial outcomes across the UAE."

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Sun Auto Tire & Service has advanced its strategic expansion in the Midwest by opening a new Plaza Tire Service location in Collinsville, Illinois. This addition strengthens the company’s footprint on the east side of the greater St. Louis area and represents Sun Auto’s 17th store in the state.

With more than six decades of service in the Midwest and a reputation as the Quick Change Artist, Plaza Tire Service continues to emphasise trust and dependable service. Situated at 1501 Golfview Drive near the Orchards Shopping Center and just off Belt Line Road, the new Collinsville store reinforces Plaza Tire Service's commitment to delivering best‑in‑class automotive service and top tyre brands backed by Sun Auto’s price match guarantee.

Sun Auto Network continues to grow nationwide through both strategic acquisitions and new‑build locations, now operating over 575 stores across the country.

Rob Kingery, Regional Vice President, Operations, said, "The greater St. Louis market remains a priority in our growth strategy. This location enhances Plaza Tire Service regional coverage and reinforces our commitment to covering customers in the Midwest."

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Continental has officially transferred ownership of its French service and distribution arm, ContiTrade France, to the investment firm ASC Investment. The planned sale, first revealed by the company in December 2025, has now been completed. Under ASC’s management, the business is expected to gain flexibility and operate more nimbly, helping it retain existing clientele while attracting new customers with a specialised tyre and service lineup.

The deal encompasses over 130 corporate BestDrive outlets, two retreading centres and all associated administrative support for the tyre and repair business, employing approximately 1,200 people. Although sold, all service points will stay within Continental’s BestDrive France network through franchise arrangements. Both sides have chosen to keep the purchase price and other financial specifics confidential.

ASC Investment, with offices in Luxembourg and Munich, focuses on European corporate carve-outs and succession opportunities. Its leadership team brings decades of industry experience, aiming to boost performance in acquired companies through operational refinements rather than structural overhauls.

Véronique Giraud, head of Continental’s tyre business in France, said, “We are proud to support a franchise network of more than 200 BestDrive outlets throughout France. With our strong brand and longstanding expertise in the tyre and vehicle services business, we remain fully committed to supporting all our franchisees, helping them grow their businesses and realise their full market potential.”

Frederic Hierl, Managing Director, ASC, said, “We would like to thank Continental for its trust and excellent collaboration over the past few months, as well as for its confidence that we are the right partner for the long-term development of 130 BestDrive branches in France. Having signed a long-term franchise agreement, we look forward to being a reliable, agile partner for our customers and suppliers while continuing to be an important partner for Continental France in the years ahead.”

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Bridgestone has issued a fresh advisory for motorists feeling the strain of high petrol prices, emphasising that vehicle efficiency extends well beyond the fuel pump. The tyre manufacturer argues that tyres themselves play a measurable role in household fuel budgets and that drivers can achieve significant savings by shifting their focus from fuel costs alone to broader vehicle maintenance and driving habits.

To help consumers maximise every tank, Bridgestone has outlined several practical steps aimed at reducing fuel consumption, improving road safety and lowering emissions. The company stresses that minor adjustments in tyre choice, upkeep and driving behaviour can accumulate into meaningful financial and environmental benefits. A key message from Bridgestone’s Technical Manager Peter Moulding is that many drivers underestimate how greatly tyres and driving style influence fuel economy and safety.

Among Bridgestone’s recommendations, selecting fuel-efficient tyres with low rolling resistance, such as the Turanza 6 model, is highlighted as a primary measure. Regular tyre pressure checks are also critical, as incorrect inflation increases rolling resistance and degrades braking and handling. Additionally, maintaining proper tyre condition through simple tread tests prevents the engine from working harder than necessary, while smooth driving and avoidance of harsh acceleration are presented as major factors in reducing consumption.

Further advice includes anticipating road conditions to maintain steady speeds and using cruise control selectively on flat motorways but not on hilly or winding routes. Drivers are also urged to remove unnecessary weight and roof racks and to close windows at higher speeds to reduce aerodynamic drag. These steps, when combined, help preserve tyre performance and enhance overall efficiency.

Modern tyre technology, exemplified by the Bridgestone Turanza 6 with ENLITEN technology, offers an optimised balance of reduced rolling resistance, safety and long wear life. This EV-ready, all-season tyre suits both combustion engine and electric vehicles, ensuring that efficiency improvements do not compromise everyday usability or road safety when paired with proper maintenance and driving discipline.

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