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 secured a notable second-place finish in the Auto Bild winter tyre test published in issue 44 dated 29th October 2026, with its Winter i*cept RS 3 earning an overall score of 1.4 and an ‘Exemplary’ rating in the widely used 205/55 R 16 size. The strong showing placed the premium manufacturer's offering second among the 14 winter tyres evaluated.

The German motoring publication conducted its assessment using a Volkswagen Golf as the test vehicle, examining each contender's braking, handling and safety performance across snow, wet and dry surfaces. Rolling resistance and drive-by noise formed part of the broader evaluation programme as well.

The Winter i*cept RS 3 proved especially formidable in aquaplaning disciplines, recording the field's best lateral acceleration in curves and the second-highest aquaplaning onset speed, prompting testers to describe it as an aquaplaning specialist while also noting its fair price. It ranked among the top three for snow traction and snow slalom, and stopped from 50 kmph on snow in 24.1 metres, with wet braking from 100 kmph measured at 47.4 metres, underscoring balanced everyday winter capabilities.

The tyre's design incorporates a generous shoulder zone for improved traction and lateral guidance during snow-covered cornering, while an inverse V-shaped tread and special 3D sipes deliver short snow braking distances. High tread rigidity bolsters safety on icy roads, and fine tread grooves on the blocks facilitate rapid water evacuation to reduce aquaplaning risk.

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The German Rubber Industry Association (wdk) has urged policymakers in Berlin and Brussels to give the rubber sector a more prominent role in industrial, security and raw materials strategy. Speaking at the association's autumn conference in Frankfurt am Main before roughly 200 company representatives, wdk President Michael Klein argued that rubber serves not only mobility but also security and defence.

Elastomer products such as seals, hoses, membranes and vibration dampers are essential to the operation of modern industrial plants as well as military vehicles, aircraft and logistics infrastructure. Though frequently overlooked, their failure can cripple entire technical systems. Klein therefore called for the rubber industry to be included in security and defence planning at an early stage, particularly regarding the safeguarding of production capacity, raw material supplies and technological know-how. He described industrial resilience as an integral part of national resilience, warning that capabilities not maintained in peacetime cannot be restored quickly during a crisis.

The wdk identifies raw material supply as a pressing concern, contending that Germany and Europe need an independent rubber raw materials strategy covering both civilian and military crisis preparedness. Such a strategy would entail long-term, diversified supplier relationships, strategic reserves of critical raw materials and intermediate goods and the preservation of European processing and blending capacity.

Klein also renewed calls for a sustained improvement in industrial location conditions, citing competitive energy prices, faster permitting, meaningful reductions in bureaucracy and dependable investment frameworks as prerequisites for retaining industrial value creation in Germany. He stressed that economic growth stems from trust rather than regulation.

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The Goodyear Tire & Rubber Company closes its FIA World Endurance Championship campaign this weekend as the 6 Hours of Monza returns, marking the final race for the current Goodyear Racing Eagle LMGT3 tyre specification. Although the Milan-area circuit has appeared on the WEC calendar before, this is its debut in the LMGT3 era, and the November scheduling should deliver markedly cooler conditions than the series encountered during its July 2023 visit to the circuit known as ‘The Temple of Speed’.

Designed for swift warmup, the Goodyear Racing Eagle Medium compound should give professional and amateur drivers alike the assurance to push hard immediately upon leaving the pit lane despite lower temperatures. The layout's long straights and tight chicanes echo Le Mans, and Goodyear engineers have leaned on prior experience at Spa-Francorchamps and Silverstone to ready for the colder weather. Every LMGT3 team will have a designated Goodyear track support engineer on hand to advise on setup and race strategy across the weekend.

Single-stint tyre strategies are expected to be popular, mirroring last month's 6 Hours of Barcelona. If rain falls, the wide transition window of both the slick and wet tyres could open up intriguing strategic options on a drying surface. Beyond closing the third LMGT3 season in WEC, the weekend marks the last appearance of the current Racing Eagle slick and wet tyres; from next season, LMGT3 cars in WEC and the European Le Mans Series will race on new-specification tyres containing 66 percent sustainable material.

Across the Atlantic, Goodyear Racing Eagles will also be in action this weekend in the NASCAR Championship Races at Homestead-Miami Speedway. In addition, the NHRA Mission Foods Drag Racing Series wraps up next weekend at Pomona Dragstrip.

Stephen Bickley, Goodyear Endurance Program Manager, said, “Monza presents an interesting challenge to round out a competitive WEC season, particularly with the cooler conditions we expect at this time of year. Getting tyres up to temperature quickly will be important, but the fast warmup characteristics of our Goodyear Racing Eagle Medium should give drivers the confidence they need from the start of each stint. This weekend is a significant milestone for Goodyear as we conclude three seasons with our current LMGT3 tyre specification. After last month’s 6 Hours of Barcelona, teams have started testing our new tyres, which we’re looking forward to seeing in racing action next year.”

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Kuraray America, Inc. is commemorating 10 years of production at its Bayport facility, a milestone shaped by a workforce assembled from widely differing backgrounds. Since operations commenced in 2016, the site has drawn staff from the oil and gas sector, from other Kuraray America locations and from Kuraray Group operations in Singapore and Japan as expatriates. That blend of experience and perspective formed the groundwork on which the site was built.

Across its first decade, Bayport has delivered enduring value to the company and its customers, powered by employees who gave their time, passed on expertise, assisted colleagues and helped steer the site towards success. The occasion gains further meaning from its proximity to the Kuraray Group's 100th anniversary in June 2026.

Kuraray America thanked the employees and customers whose backing sustained Bayport through its opening decade and will remain crucial going forward. Jacqueline Unzueta received special mention for leading the anniversary event's coordination, while Hans Vandommele, Charles Neal, Nelson Rodriguez, Takehiro Kanno and Frank Taylor were also recognised in connection with the celebration. The company affirmed its commitment to carrying forward the teamwork, expertise and shared purpose that have characterised Bayport's first 10 years.

Reflecting on the site's growth and his own professional journey, Raymond Myska, Plant Manager at Kuraray America's Bayport site, said, "My own journey at Bayport began in 2017. I joined as Maintenance Manager, and in 2025, I had the privilege of stepping into the role of Plant Manager. Although I wasn't here when the doors first opened, I've had the opportunity to grow alongside this team, witness how far we've come and contribute to the success stories we're celebrating today."

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