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 the International Sustainability & Carbon Certification (ISCC) PLUS for its Jiaxing Plant in Zhejiang Province, China. This globally recognised voluntary certification verifies the sustainability of bio-based and recycled materials while ensuring full supply chain transparency. The certification imposes strict verification standards across every stage, from raw material sourcing and manufacturing to the final product output.

The Jiaxing facility’s achievement marks the company’s fourth ISCC PLUS certification. Hankook first earned the distinction for its Geumsan Plant in 2021, becoming the first in the tyre industry to do so. The Rácalmás Plant in Hungary followed in 2023, and the Daejeon Plant received certification in 2025. With this latest addition in China, Hankook has significantly expanded its sustainable manufacturing network across both Asia and Europe.

The Jiaxing Plant has enhanced its production capabilities by increasing the use of sustainable materials and optimising processes. It has established a stable system for products incorporating bio-based and recycled inputs, operating a quality management system based on the mass balance approach. Under its circular economy strategy named E.Circle, Hankook continues to raise the share of sustainable materials. For example, the iON evo tyre, supplied as original equipment for the Porsche Taycan, contains around 45 percent sustainable materials, while the iON GT for the European replacement market has raised that share to up to approximately 77 percent.

Hankook is also applying sustainable materials to tyres used in the FIA World Rally Championship and the ABB FIA Formula E World Championship, reinforcing its technology leadership in global motorsports. Through open innovation with global partners, the company is advancing low-carbon raw materials. Its sustainability efforts have earned it inclusion in the Dow Jones Sustainability Indices World and the highest EcoVadis rating. Looking ahead, Hankook plans to transform the Jiaxing Plant into a key sustainable manufacturing hub in China while continuously upgrading production systems across its global facilities to strengthen supply chain sustainability and ESG competitiveness.

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Giti Tire has marked 26 consecutive years of global motorsport involvement, using high‑pressure racing environments as a live testing ground for engineering innovation and tyre durability. The company’s long‑term commitment spans professional circuits and extreme off‑road terrain, driven by the principle that true performance depends on control, confidence and stability rather than power alone.

Strength combined with intelligence defines the Giti brand, symbolised by the elephant. On the racetrack, this philosophy translates into continuous refinement of tyre performance through every corner and every surface challenge, turning competition into a real‑world technology laboratory.

Over the past 26 years, Giti has competed in a wide range of international disciplines. Since 2009, the company has been a regular participant in the Giti 4x4 Extreme Series, where gruelling off‑road conditions push endurance and durability to their limits. These experiences have directly advanced all‑terrain and SUV tyre technologies.

For the past decade, Giti has also taken part in the legendary Nürburgring endurance races in Germany, one of the world’s most punishing circuits. Insights gained there have improved high‑speed stability, heat management, grip and wet‑weather handling. Giti’s presence extends across Asia and Europe through partnerships with professional racing teams and technical specialists.

Motorsport serves Giti as a catalyst for safer and smarter consumer tyres. Every challenge from desert heat to ice, gravel and rugged terrain accelerates research into durability and high‑speed performance. Technologies proven in racing are later adapted for everyday drivers, reinforcing the company’s focus on sustainability and continuous improvement.

Looking ahead, Giti remains committed to investing in engineering and global racing partnerships as automotive electrification and mobility needs evolve. To commemorate the 26‑year milestone, the company has released a special video highlighting key moments and technological achievements, underscoring that its motorsport journey is not simply about winning races but about pushing boundaries with resilience and precision. Click here  to watch the video.

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Kumho Tire USA has formalised a new long-term partnership with the Georgia Department of Veterans Service and the Georgia Veterans Service Foundation through the signing of a Memorandum of Understanding. The agreement aims to serve approximately 680,000 veterans and their families across the state, uniting private industry, state government and a nonprofit organisation under a shared commitment to supporting those who have served in the military.

Under the newly established collaboration, Kumho Tire USA and the Georgia Veterans Service Foundation will work together to identify and deliver programmes designed to create meaningful impact for Georgia’s veteran community. While specific initiatives have yet to be announced, they will be revealed as the partnership continues to develop. The alliance reflects a sustained, active approach to veteran support rather than one-time gestures.

The partnership first drew public attention earlier this year during Kumho Tire Night at State Farm Arena, where Georgia Veterans Service Foundation representatives were honoured as Co-Captains before an Atlanta Hawks game against the Boston Celtics. That moment, occurring ahead of the NBA matchup, symbolised the mutual respect and recognition now codified in the formal agreement.

Edmund Cho, CEO, Kumho Tire USA, Inc, said, "At Kumho Tire USA, we believe that doing business in America means giving back to America. We are honoured to stand alongside the GVSF in this commitment, and we look forward to building something lasting together for Georgia's veterans."

Dr Patricia Ross, Ed.D. (Col, USAF Ret.), Commissioner, Georgia Department of Veterans Service, said, "Georgia's veterans have earned our unwavering support, and partnerships like this one are exactly how we deliver on that promise. We are proud to welcome Kumho Tire USA as a committed partner alongside GVSF, and we look forward to the meaningful work ahead for the veterans and families we serve across this state."

Joe Higgins, Board Chair, Georgia Veterans Service Foundation, said, "The Georgia Veterans Service Foundation exists to connect Georgia's veteran community with the resources and support they deserve, and that work is always stronger when the private sector steps forward as a true partner. We are grateful for Kumho Tire USA's commitment and excited about what this three-way collaboration will make possible."

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Sun Auto Tire & Service has expanded its Midwest footprint by acquiring the Main Street Tire & Auto location in Virden, Illinois. The transaction took effect immediately, and the newly acquired store will become part of the Sun Auto Network before rebranding under the Plaza Tire Service name.

Plaza Tire Service, a Midwest institution known as the ‘Quick Change Artist’ for more than six decades, will see its Illinois presence strengthened through this addition. The move broadens regional service coverage by integrating a trusted community shop with the extensive resources of a national network. Customers at the Virden location will continue to benefit from familiar local relationships while gaining access to enhanced operational support, advanced technology and customer-focused tools.

The Virden site offers a full range of automotive care, including major tyre brands backed by Sun Auto’s price match guarantee, alignments, brake service, oil changes, batteries, diagnostics and preventative maintenance. This acquisition marks the 16th Plaza Tire Service location in Illinois and supports Sun Auto’s ongoing expansion across key Midwest markets.

Rob Kingery, Regional Vice President, Operations, said "Virden represents an important opportunity to continue growing the Plaza Tire Service brand in Illinois. This location allows us to expand our reach while reinforcing the operational strength and consistency our network is known for."

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