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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Ironman Tires, a brand owned by Hercules Tire and Rubber Company (HTR), a wholly owned subsidiary of American Tire Distributors, has unveiled the iMOVE Sport G2, a next generation all season ultra-high-performance tyre crafted for modern sport sedans, performance crossovers and select electric vehicles. This launch responds directly to shifting demands in the automotive market.

Building on the original iMOVE Gen2 A/S, the new model features an advanced tread compound, a refined tread pattern and better durability. It offers confident traction on both dry and wet roads, extended tread life and a quieter, more comfortable ride. Priced competitively, it helps dealers gain ground in the rapidly growing Tier 4 performance tyre segment. The asymmetrical tread layout balances precision handling with daily comfort, using large outer shoulder blocks for cornering stability and a continuous centre rib for straight line control. Strategically placed 3D siping and angled grooves push water away from the contact patch to improve wet and light snow traction, while a variable pitch tread sequence cuts road noise for commutes or long trips.

A new generation rubber compound reduces heat buildup and extends tread life by managing frictional heat and optimising rubber density, which also boosts fuel efficiency. The tyre is EV ready, designed to handle the higher torque and weight of electric vehicles. Available in 17 sizes for 18- to 21-inch rim diameters, 16 sizes will arrive by early May, with the first eight ready now. Several emerging sizes new to the Ironman lineup give dealers fresh sales opportunities.

Competitive pricing and dedicated merchandising support help dealers grow their share in the value-oriented performance tyre segment while maintaining strong inventory and fill rates. The iMOVE Sport G2 comes with a 5-year limited protection policy covering workmanship and materials, road hazard protection and a 50,000-mile (approximately 80,467-km) warranty.

Keith Calcagno, Chief Strategy Officer, Proprietary Brands, American Tire Distributors, said, “The ultra‑high‑performance tyre market has evolved rapidly as vehicles become more powerful and more refined and as demand grows for tyres that can meet the unique requirements of electric vehicles. The iMOVE Sport G2 delivers the performance drivers expect while helping dealers boost inventory flexibility and capture more market share.”

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GRP Ltd, a leading manufacturer of reclaimed rubber, engineering plastics and repurposed polyolefins, has announced the retirement of Virendra Rathod, President of Marketing and Business Development, effective 31 March 2026. Following his retirement, Rathod will no longer be part of the company’s senior management personnel, said the company in its BSE filing.

During a board meeting held on 27 March 2026, the directors formally took note of Rathod’s retirement and recorded their appreciation for his valuable contributions throughout his service with GRP Ltd. His departure marks the conclusion of a significant chapter in the company’s marketing and business development functions.

In a separate leadership change, Jyoti Sancheti has resigned from her role as Company Secretary and Compliance Officer, effective from the close of business on 7 April 2026 to pursue external opportunities. Consequently, she will also step down from additional responsibilities, including Compliance Officer under the SEBI Prohibition of Insider Trading Regulations, Nodal Officer under IEPF rules and the authorised person for determining event materiality and stock exchange disclosures under SEBI Listing Regulations.

GRP Ltd has confirmed that the process to appoint a new Company Secretary is underway and will be completed within the prescribed timeframe.

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Niutech Environment Technology Corporation (Niutech), a China-based company specialising in continuous pyrolysis technology for recycling waste tyres, plastics and oil sludge, marked a major milestone on 24 March 2026 as its majority owned subsidiary, Shandong Hesheng Environment Technology Co., Ltd., broke ground on a significant expansion. This project will add 100,000 tonnes of annual tyre pyrolysis capacity, raising Hesheng’s total processing volume from 60,000 to 160,000 tonnes per year. With this increase, Hesheng becomes the world’s largest operation for collecting, processing and comprehensively utilising scrap tyres through pyrolysis technology.

At the heart of this expansion is Niutech’s latest generation of high capacity, continuous intelligent pyrolysis equipment, which delivers better performance in per unit output, system reliability and automation compared to conventional designs. These improvements are expected to reduce operating costs per tonne and strengthen the overall financial viability of the project. Solving the challenge of large scale, uninterrupted commercial pyrolysis has long been a central goal for the industry. This project proves Niutech’s progress not only in advanced equipment development but also in making continuous pyrolysis practical for widespread industrial use.

On the product quality side, Hesheng has drawn on Niutech’s research capabilities to steadily improve the consistency and performance of its pyrolytic outputs. The tyre derived oil has already earned international certifications, giving it access to demanding global markets. At the same time, through ongoing technical innovation, the pyrolysis carbon black is being upgraded towards standardised, higher value applications. These efforts directly address customer needs for uniform quality, reliable handling and strong application specific performance.

With the circular economy gaining speed worldwide, major tyre producers, chemical companies and material buyers are seeking greater volumes of high-grade pyrolysis oil and carbon black. Once the expanded facility is online, Hesheng will be equipped to meet that demand with stable, large-scale supply of dependable recycled materials. Niutech has also stated that it will continue using its public company strengths in technology and capital to drive further equipment upgrades and broader deployment of pyrolysis systems, supporting global waste tyre recycling and low carbon development.

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Sun Auto Network has expanded its footprint in Southern Indiana and the Greater Louisville market with Carmerica in Sellersburg, Indiana, officially becoming part of the network on 6 April 2026. This integration strengthens Sun Auto’s regional presence while bringing new resources to the local shop. Carmerica will retain its full range of automotive services, including tyre replacement, alignments, brake work, oil changes and preventative maintenance, ensuring that loyal customers continue receiving the same trusted care.

Under Sun Auto’s guidance, Carmerica now benefits from enhanced tools such as round the clock online appointment scheduling and digital vehicle inspections. These additions are backed by Sun Auto’s Driver Commitment, which emphasises clarity, confidence and genuine customer care. The acquisition reflects Sun Auto’s broader growth strategy of partnering with established operators in markets with strong long-term potential and easy customer access.

With over 575 locations nationwide, Sun Auto Network stands as one of the largest independent tyre and automotive service platforms in the country. By combining trusted local brands like Carmerica with the scale and support of a national organisation, Sun Auto continues to build a network rooted in both community reputation and operational excellence.

Rob Kingery, Regional Vice President, said, "This acquisition reflects a disciplined approach to expanding in high-opportunity regional markets where we can build density and deliver a consistent, high-quality experience. Sellersburg helps us deepen our presence in Southern Indiana and better support drivers throughout the Greater Louisville area."

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