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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Michelin has unveiled a strategic overhaul of its product branding within the Beyond Road division, following the recent divestiture of the Camso business. The restructuring marks a significant shift in how the company will present its off-road portfolio to the global market, focusing on clarity and heritage.

Effective September 2026, the agricultural tracks previously sold under the Camso label will be rebranded as MICHELIN BIBTRACK. This new nomenclature pays homage to Michelin’s deep-rooted agricultural history, with the ‘BIB’ designation drawing from a legacy of tyre innovation that began in the 1980s. This lineage includes renowned ranges such as AGRIBIB and AXIOBIB, underscoring the brand's longstanding commitment to the farming sector.

The rebranding extends to conversion and trailed track systems, which will now carry the Michelin name without altering their product designations. Crucially, this transition involves no changes to product performance, manufacturing processes or service delivery, ensuring a seamless experience for customers. The company has simultaneously retained its material handling and Powersports activities, with industrial wheels and tyres transitioning to the Solideal by MICHELIN banner, alongside its dedicated on-site service unit.

This restructuring follows the formal sale of the Camso brand, along with specific construction tyres and tracks, to CEAT, a process initiated in late 2024 and finalised in September 2025. By streamlining its brand architecture, Michelin aims to simplify the customer journey while reinforcing its ambition to become a premier player in off-road mobility, delivering sustainable and innovative solutions grounded in advanced materials expertise.

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Yokohama Tire’s off-road racing contingent is set for a pivotal appearance at the 57th annual Polaris World Championships, scheduled for 4–6 September at Crandon International Raceway in Wisconsin. Known as ‘The Big House’, the venue represents a key stop on the Championship Off-Road season calendar, with Yokohama serving as both the official tyre of the facility and a supporting partner of the racing series.

The team’s lineup features several notable competitors navigating the rugged terrain on GEOLANDAR tyres. Andrew Carlson, a proven contender with multiple podium finishes at Crandon, will pilot his vehicle in the Pro4 class using GEOLANDAR X-AT tyres. Meanwhile, recent Supercross 450 Class Champion Ken Roczen is slated to make his debut at the historic track, competing in the Pro2 class on the same tire model.

Robb Holland is also poised for his first Crandon appearance, trading asphalt for dirt in the Pro Lite division. He will drive a truck belonging to fellow Team Yokohama driver John Holtger, relying on GEOLANDAR A/T4 tyres for his inaugural short-course off-road race. Additionally, team driver Nick Visser enters the weekend holding a narrow lead in the Pro-Spec championship standings, with the title battle intensifying as the season progresses.

Beyond the on-track action, Yokohama will lead the traditional Crandon Labor Day Parade, featuring Carlson and Roczen. The weekend will also include a BassmastHER workshop hosted by Cogan and Carsello, aimed at advancing skills for female participants in the paddock, alongside a VIP and youth fishing tournament held on-site.

Candace Cogan, Director – Product Marketing, Yokohama, said, “We’ve got a great team ready to take on the challenges at Crandon during short-course racing’s most celebrated weekend. They will be ready to face the task on our versatile line of GEOLANDAR tyres. We will once again feature our partnership with Bassmaster with a cool collaboration. Last year we hosted Team Yokohama elite angler, Brandon Palanuik. This time we’ll host Wisconsin native MaggieJo Carsello, a Bassmaster open angler and ambassador for BassmastHER, a female-driven initiative to support a community of female anglers via education, travel and inspiration. We look forward to introducing her to Crandon and the world of short-course off-road racing, something she grew up hearing about.”

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Kumho Tire USA recently hosted a national Ride & Drive event at Evergreen Speedway in Monroe, Washington, where over 70 dealers, media professionals and content creators tested the company’s newest tyre models. The gathering served as a key component of Kumho’s broader 2026 regional tour, which has already engaged more than 600 participants across five American cities. Attendees evaluated the newly launched Road Venture HT and Crugen GT Pro tyres through demanding, real-world driving scenarios.

The testing programme featured controlled modules, including a wet handling course, an autocross track for braking and stability assessment and high-speed freeway driving to measure ride comfort. These exercises allowed participants to directly compare the all-season Highway-Terrain Road Venture HT, intended for light trucks and SUVs, against the Crugen GT Pro, a touring tyre built for modern crossovers and larger SUVs. Kumho’s engineers also conducted an educational forum detailing the technological development of both tyres while collecting direct feedback from attendees.

The Road Venture HT, launched earlier this year, offers enhanced wet and snow traction, extended tread life and a quiet ride, and is compatible with electric vehicles. The Crugen GT Pro is engineered for heavier crossover and SUV applications, delivering premium comfort and all-weather capability with one of the highest treadwear warranties in its segment. Available in 85 sizes covering over 85 percent of the current crossover and SUV market, the Crugen GT Pro is backed by a 75,000-mile warranty for H- and V-speed ratings and a 65,000-mile warranty for W-speed models.

Kumho will conclude its 2026 Ride & Drive series with final regional events in Detroit and St. Louis later this month. The company has confirmed plans to extend the programme into 2027 and beyond, ensuring dealers and partners continue to benefit from hands-on product evaluations, technical training and direct access to Kumho’s engineering expertise.

Chris Corwin, Director of Procurement at Discount Tire & Service Centers, said, "A spec sheet has never sold a tyre to a customer standing at our counter. That is why the Kumho Tire Ride & Drive in Seattle was worth every minute. We got real seat time, instead of a sales pitch, running the all-new Crugen GT Pro and Road Venture HT back-to-back in real world scenarios. Having a seat at that table means a lot to me, and it says something about how seriously they take dealer input."

Ed Cho, CEO, Kumho Tire USA, said, “You can read all about a tyre, but nothing compares to driving it yourself, which is why KUMHO has made a significant investment in Ride & Drive events in 2026. These events give our dealers, wholesale partners and retail partners the opportunity to experience firsthand how our latest tyres perform in real-world driving situations. Whether they are evaluating braking, handling, ride comfort or overall performance, attendees can experience the differences for themselves, giving them greater confidence when recommending our products to their customers.”

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The AZuR Circular Tyre System has been nominated for the German Sustainability Award Products 2026 in the ‘Resources’ transformation category. This selection places the initiative among solutions deemed by the expert jury as pioneering for advancing a resource-conserving economy.

This circular economy model spans the entire tyre lifecycle, uniting industry partners, retailers, recycling specialists and academic institutions. The framework optimises tyre usage and guarantees high-quality raw material recovery. Repair, reprofiling and retreading prolong useful life, while tyres beyond repair undergo mechanical or chemical recycling to recover valuable secondary materials.

Rather than relying on a single technology, the system's distinctiveness lies in networking stakeholders across the value chain. The award's evaluation highlighted the system's ambition to extend product longevity, prevent waste and sustain raw material circulation, thereby reducing demand for virgin resources.

German market data for 2024 shows approximately 533,000 tonnes of used tyres generated, with 193,000 tonnes mechanically recycled and 20,000 tonnes retreaded. Research indicates retreaded tyre production can reduce CO₂ emissions by over 60 percent, lower raw material usage by two-thirds and cut energy consumption by 50 percent compared to new tyre manufacturing. Products from tyre granulate can save between 1.0 and 3.2 tonnes of CO₂ equivalent per tonne of recycled material.

The nomination drives AZuR to advance Europe's tyre circular economy through extended lifespans, strengthened recycling and digitalisation. The 2026 award winners will be announced on 3 December in Düsseldorf.

Anna Maria Guth, AZuR network coordinator, said, “The nomination is a great recognition for all partners who are working together to further close the tyre cycle. It also shows that the circular economy can be particularly successful when companies, science and other stakeholders do not act in isolation but jointly develop solutions along the entire value chain.”

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