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 completed its first regular season as a partner of TGL Presented by SoFi Season 2, which wrapped up on 3 March 2026 at the SoFi Center in Florida. As the league’s first Official Tire Partner and a Founding Partner, the company integrated its global brand into the competition through stadium signage, broadcast graphics and television commercials. This visibility reached audiences in 150 countries, including North America, reinforcing Hankook’s premium image by blending its innovative technology with the world of sports.

The season drew substantial global attention by featuring 24 top PGA Tour players, such as Tiger Woods and Rory McIlroy, across six teams. From the opening match through the eighth, average viewership in US exceeded half a million, offering Hankook a powerful platform to project its dynamic brand identity. Following four months of competition that began in December, the top four teams advanced to the postseason. Boston Common Golf finished as the regular season leader, followed by Los Angeles Golf Club, Atlanta Drive GC and Jupiter Links GC.

The postseason semifinals begin 17 March 2026 with a doubleheader. In the first match, third-seeded Atlanta Drive GC takes on second-seeded Los Angeles Golf Club. Atlanta, the Inaugural Season Champion, finished the regular season with a 3-2 record, while LAGC secured its place with a win over NYGC. LAGC previously defeated Atlanta 7-3, setting up a competitive rematch. The second semifinal features fourth-seeded Jupiter Links GC against top-seeded Boston Common Golf. Both teams are seeking their first playoff victory after missing last year’s postseason. Their previous two meetings both extended to overtime, raising the stakes for this encounter.

Winners of the semifinals advance to a best-of-three final series on 23 and 24 March 2026 at the SoFi Center, competing for the SoFi Cup. Beyond TGL, Hankook continues to expand its global sports marketing presence through partnerships with the UEFA Europa League, UEFA Conference League, Borussia Dortmund and Al Ittihad. The company also reinforces its technological reputation as an official partner of the ABB FIA Formula E World Championship and the FIA World Rally Championship, strengthening its connection with customers worldwide and elevating its brand through elite motorsport platforms.

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Ainscough Crane Hire, UK’s largest crane hire business, has significantly deepened its collaboration with Michelin by placing its entire tyre management operation in the hands of Michelin’s Connected Solutions (CXS) division. What began in 2023 as an arrangement focused on the company’s truck tyres has now evolved into a comprehensive, long-term partnership covering the full spectrum of the operator’s fleet.

Operating from 30 sites nationwide, the agreement encompasses more than 350 Liebherr cranes, a substantial number of which are 16-wheelers, alongside 135 trucks and trailers and 199 support vans. Included within this are 40 Scania heavy goods vehicles dedicated to heavy haulage. CXS now coordinates the supply of roughly 1,000 tyres annually through a national network while also providing detailed sustainability reporting to support Ainscough’s environmental goals.

The extension of the partnership was reinforced by a successful benchmarking trial, which demonstrated that Michelin’s X Multi truck tyres delivered three times the lifespan of a leading competitor. These fitments now equip the majority of the haulage fleet. Michelin is also introducing its advanced X Crane 2 tyres across the heavy crane fleet as existing rubber is replaced. These tyres offer a new tread pattern for enhanced grip and braking, alongside a higher load capacity that permits an additional 800 kilogrammes per tyre at highway speeds. Certified testing also shows they are more than 13 percent more fuel-efficient than their main premium rival due to reduced rolling resistance.

Sustainability remains central to the arrangement. Ainsworth makes full use of Michelin’s multi-life tyre policy for its trucks and ballast trailers. Casings are regrooved once tread depth diminishes, then later retreaded at Michelin’s Remix facility in Stoke, with the option for further regrooving. The company’s Mercedes-Benz service vans are fitted with the adaptable Michelin Agilis CrossClimate tyre.

Supporting this comprehensive operation is Fraser Greer, Key Account Manager at CXS. Ainscough Crane Hire continues to serve a wide array of sectors including infrastructure, defence, energy and telecommunications, cementing its role as a key contributor to the UK’s built environment.

Chris Britton, Head of Operations Support, Ainscough Crane Hire, said, “Michelin has become our latest highly valued strategic supplier relationship. Being the number one operator in our field, we only go with trusted and number one brands as our suppliers. The fuel savings of GBP 130 per 10,000 km will save us GBP 100,000s across the lifetime of the machines and reduce their environmental impact. Likewise, the increased load factor of the fitments and the 20 percent improvement in braking distances really impressed us. It means safety margins will increase, and safety is at the heart of everything we do.

“As a business we aren’t looking for the cheapest deal, but the best value. We are receiving a world class service from Michelin. It has streamlined procurement and helped us forecast tyre costs better; it has delivered the right products in the right place ensuring maximum uptime for our cranes; we have a ‘best way of working’ when it comes to protocols and tyres being fitted at our sites; and we have full traceability of each tyre and an insight into its environmental impact.”

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The Australian Grand Prix delivered a thrilling season opener, with Pirelli’s tyre compounds playing a central role in the strategic narratives that unfolded. George Russell claimed victory for Mercedes, leading home rookie teammate Kimi Antonelli in a one-two finish. Charles Leclerc secured third place for Ferrari, completing a podium that showcased a mix of experienced talent and fresh faces.

The race began with immediate drama as the latest generation of Formula 1 machinery hit the track. Early interruptions prompted by several brief Virtual Safety Car periods led Mercedes to bring its drivers into the pits sooner than perhaps anticipated. Both Russell and Antonelli switched from the medium to the hard compound, committing to a successful one-stop strategy that ultimately paid dividends. Overtaking was plentiful throughout the field, contributing to a highly entertaining spectacle. However, the home crowd was left disappointed as local hero Oscar Piastri failed to even start the race. His McLaren teammate, Lando Norris, managed a fifth-place finish after adopting a two-stop approach, while four-time champion Max Verstappen, who started from the very back of the grid, fought through to sixth place using the same two-stop tactic.

Despite the varied strategies, the top four finishers all committed to a solitary pit stop. While the Mercedes pair and Leclerc celebrated on the podium, Lewis Hamilton crossed the line in fourth for Ferrari, just missing out on a top-three finish. His result, combined with Leclerc’s podium, places the Scuderia second in the early Constructors' Championship standings. The event was blessed with warm and sunny conditions, with temperatures remaining stable around 26 degrees. The paddock now quickly shifts focus to the upcoming Chinese Grand Prix.

In the Formula 2 curtain-raiser, Nikola Tsolov made history by becoming the first Bulgarian winner in the category's history. Driving for Campos Racing, he led home Rafael Câmara and Laurens van Hoepen. The race was marred for Rodin Motorsport as teammates Martinius Stenshorne and Alex Dunne collided, ending their afternoon. All three podium finishers employed an identical pit strategy, pitting on lap nine to exchange their starting Supersoft tyres for the Soft compound, a move that propelled Tsolov to the top of the drivers' standings.

Campos Racing extended its winning ways into Formula 3, where Ugo Ugochukwu took the chequered flag. Freddie Slater finished second, placing him second in the championship behind Ugochukwu, while Taito Kato completed the podium in Melbourne after benefiting from post-race time penalties applied to two rivals.

Dario Marrafuschi, Pirelli Motorsport Director, said, “As we expected yesterday, the first Grand Prix of the season was won with a one-stop strategy. The Mercedes drivers crossed the finish line in the same positions in which they started on the grid, adopting an identical strategy. The final stint on the hard tyres could be extended compared to Saturday's forecasts thanks to limited degradation, which allowed the drivers to complete the race with the same set they had during the VSC. Those who opted for two stops took advantage of the neutralisations to change fresh tyres without risking losing too many positions, in some cases even using the Softs for a final sprint.

“All three compounds therefore proved useful during the race, with the C3 capable of supporting stints of up to 46 laps thanks to its consistency. The left front was the tyre most affected by graining, though without causing excessive wear or degradation issues. We are, however, at the beginning of a new technical cycle and on a track that is not particularly demanding on tyres. With the development of the cars and the arrival of more challenging circuits, we expect inevitable changes in tyre management. Tyres remain one of the many variables teams will have to consider among the numerous innovations of this season.”

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Comerio Ercole has concluded a successful participation in the Tire Technology Expo 2026, a premier international event for the tyre sector held in Hannover, Germany. Over the three-day exhibition, the company’s stand drew considerable attention from a global audience of customers, partners and industry professionals. The event served as a vital hub for fostering technical dialogue and commercial relationships, leading to the acquisition of new orders and forward-looking discussions that resonated deeply within the international tyre manufacturing community.

A defining moment for the company at this year’s expo was its recognition at the Tire Technology International Awards for Innovation and Excellence 2026. Comerio Ercole was honoured with the ‘Tire Manufacturing Innovation of the Year’ award, an accolade that underscores its enduring commitment to technological advancement. This achievement was complemented by the company’s status as a finalist in three additional award categories, highlighting its pervasive leadership and innovative edge in calendering technology.

These accolades reinforce Comerio Ercole’s standing as a pivotal technology partner for the global tyre industry. The recognition affirms the company’s strategic focus on engineering increasingly sophisticated solutions to meet the evolving demands of the market and shape its future trajectory.

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