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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HS HYOSUNG ADVANCED MATERIALS was honoured at the sixth Endangered Species Day ceremony, which took place on 1 April 2026 at the Chollipo Arboretum in Taean. The company received a certificate recognising its sponsorship of endangered species conservation. This annual event, organised by the National Institute of Ecology, has been running since 2021 with the goal of increasing public awareness about the protection of threatened species. The institute also runs a special recognition programme that celebrates corporate contributions to conservation efforts.

Since signing an agreement with the National Institute of Ecology in 2022, HS HYOSUNG ADVANCED MATERIALS has been acknowledged for its ongoing commitment to preserving biodiversity. The firm planted 2,000 specimens of Veronica pusanensis, a Class II endangered wild plant and has been listed as an official conservation sponsor since 2023. The company has also focused on safeguarding essential pollinators like bees. In 2023, it created a pollinator garden at the Mulbeodeul Ecological Experience Learning Center in Seocheon, followed by another in 2024 at the Ulsan Climate Crisis Response Education Center, where nectar rich plants such as canola and buckwheat help sustain bee populations and reproduction.

Additionally, the company tackles threats to biodiversity through regular removal of invasive species. Since 2023, it has annually cleared harmful plants including Sicyos angulatus and Humulus japonicus from Yubu Island in Seocheon, a UNESCO World Natural Heritage site. These persistent efforts demonstrate a holistic approach to protecting both flora and fauna, from endangered wild plants to critical pollinators, while also managing ecological threats to preserve natural heritage areas.

An ESG official from HS HYOSUNG ADVANCED MATERIALS said, “We are honoured to receive this recognition for our efforts in endangered species conservation. We will continue to work closely with the National Institute of Ecology to further expand and strengthen our conservation initiatives.”

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Kumho Tire USA has renewed its commitment to Formula DRIFT by extending its sponsorship for another three years. For the 2026 Formula DRIFT PRO Championship, the company has assembled a formidable roster of six elite drivers to represent Team KUMHO. This group includes Jeff Jones, Andy Hateley, Rome Charpentier, Jack Shanahan, Ryan Litteral and Cody Buchanan. Each of them will compete on KUMHO Ecsta V730 tyres, a model specifically developed to withstand the punishing conditions of high level competitive drifting.

Jeff Jones returns for his third season with KUMHO and his 18th in the PRO Championship, more determined than ever to reach the podium and build on his legacy as a drifting pioneer. He is also committed to mentoring the next generation of drivers. Andy Hateley, known as the Drift Wizard, brings over two decades of experience as both a driver and builder, entering his third PRO season and third with KUMHO. Rome Charpentier, a Southern California native who began chasing his racing dreams at age 30, has achieved multiple podium finishes worldwide and is starting his second year with KUMHO.

Jack Shanahan, who earned Formula DRIFT PRO 2025 Rookie of the Year on KUMHO tyres, now aims for the championship podium in 2026. Hailing from Ireland, he started racing at 10 and has won multiple international titles in hot rod racing, tarmac rallying and drifting. Ryan Litteral, with over a decade of Formula DRIFT experience, is known for his aggressive yet composed driving style and grassroots roots; 2026 will be his first season with KUMHO. Cody Buchanan, the 2025 PROSPEC Champion and the first driver from North Dakota to earn a Formula DRIFT license, joins KUMHO for his PRO rookie year, bringing consistency under pressure and fan favourite status to the championship chase.

Entering its 23rd season, Formula DRIFT continues to be motorsport's fastest rising discipline, capturing a young audience with over 85 percent of fans aged 18 to 44. Attendance has grown exponentially, and the series now commands more than five and a half million social media followers. By partnering with this energetic and rapidly expanding sport, Kumho Tire taps into a deeply engaged community, reinforcing its image as a premium brand choice in a competitive market.

Shawn Denlein, President of Sales and Marketing, said, "As one of the most popular motorsports in the United States for millennial and Gen Z generations, Formula DRIFT offers an unparalleled platform to showcase the ultra-high-performance capabilities of KUMHO tyres and we are thrilled to be an Official Tyre sponsor through 2029. We are also incredibly proud to partner with an elite lineup of Formula DRIFT PRO drivers in 2026, equipping them with cutting-edge tyres as they push the limits of skill and precision on the track."

Ryan Sage, President, Formula DRIFT, said, "KUMHO has continued to engage with Formula DRIFT in a way that emphasises a strong manufacturer-to-event relationship. Having partnered with teams in a thoughtful and strategic way, its effort drives a powerful narrative throughout the season. And KUMHO tyres appear both competitive and reliable, allowing the teams to push hard on the track against top products from their main rivals. This helps the athletes who are in an extreme situation, going sideways with smoke, walls and fellow competitors just inches away.”

2026 Formula DRIFT Schedule:

• Round 1: Streets of Long Beach (10–11 April, Long Beach, Calif.)
• Round 2: Road to the Championship (7–9 May, Atlanta, Georgia)
• Round 3: Scorched (29–30 May, Orlando, Florida)
• Round 4: Battle at the Springs (18–20 June, Stafford, Connecticut)
• Round 5: Midwest Mayhem (30 July–1 August, Indianapolis, Indiana)
• Round 6: Throwdown (21–22 August, Seattle, Washington)
• Round 7: High Stakes (24–26 September, Las Vegas, Nevada)
• Round 8: Shoreline Showdown (23–24 October, Long Beach, Calif.)

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Singapore-based Radar Tyres has entered into a multi-year partnership with the Texas Rangers baseball team. The idea is to increase the market visibility and dealer engagement for the tyre brand across North America.

The partnership allows Radar Tyres to utilise the Texas Rangers' platform to coordinate with distributors and retailers. The initiative follows a similar strategic partnership with South African Cricket, as the brand seeks to expand its global footprint.

At present, Radar Tyres distributes passenger and light truck tyres in over 80 countries.

Rob Montasser, Vice-President for Radar Tyres, North America, said, “We’re excited to partner with the Texas Rangers, an organisation that represents excellence at the highest level. This partnership gives us a unique opportunity to engage with our dealers and customers in a more impactful way, while continuing to build the Radar brand across key markets like Texas.”

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The ApexTire2025 China Tire Awards took place in Tianjin on 17 March 2026, serving as a premier annual recognition event for the nation’s tyre industry. This year’s programme was structured around key areas including top 10 tyre brands, corporate honours, product accolades and technology innovation awards, showcasing advancements in brand development, product refinement, technical innovation and sustainable practices.

Founded by Tirechina.net, ApexTire has grown into a distinguished annual platform. Beyond celebrating winners, the 2025 edition provided insight into evolving market competition. With categories for new energy vehicle tyres, high-performance products, safety, off-road use, digital intelligence and ESG management, the awards signalled a shift from isolated metrics towards application suitability, user experience and technical strength.

The official top 10 tyre brands include Michelin, Continental, Bridgestone, Goodyear, Pirelli, Hankook, Yokohama, Dunlop, Sailun and Linglong. Eagle Tire and Doublestar were recognised as leading domestic brands, underscoring the growing influence of Chinese manufacturers.

Product winners spanned multiple segments. Hankook iON evo won for new energy passenger tyres, while Guizhou Tire Green Motion GL278a took the commercial vehicle honour. Maxxis VICTRA SPORT 6 earned sport flagship recognition. Mount Everest Tire’s STATICS S1 won for quiet comfort, Eagle TA01 for off-road and Pirelli P ZERO Corsa for racing. CST MR-C5 was named best value passenger tyre, CST CA186 won for fuel-efficient commercial tyres and Double Coin DC211+ received the safe and wear-resistant award.

Guizhou Tire’s ‘Kunuo Zhixing’ platform won the Technology Innovation Gold Award, while Linglong received the Digital and Intelligent Innovation Gold Award. Michelin China and Triangle Tire were named ESG benchmark enterprises. As vehicle demand grows more specialised, the ApexTire awards offer a key reference for brands and consumers, illustrating how China’s tyre industry is redefining competitiveness.

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