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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Tana Oy, a Finnish environmental technology company specialising in manufacturing mobile solid waste shredders, screens and landfill compactors, has strengthened its footprint in Taiwan by appointing Infinity Services Co., Ltd. as its official agent. This partnership is set to improve service and engineering support throughout the region. Infinity Services brings a highly skilled management and technical team with extensive experience in environmental and recycling equipment operations.

With Tana already established in Taiwan for several years, Infinity Services will now provide reliable local support for the existing fleet of machines, ensuring customers benefit from enhanced technical expertise. This move underscores Tana’s long-term dedication to the Taiwanese market, offering faster response times and comprehensive after-sales service, thereby reinforcing the company’s commitment to delivering superior customer care and operational efficiency in the region

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The Alliance for the Future of Tyres (AZuR) has released a revised Green Paper examining tyre circularity across Europe. This document explores the benefits of extending tyre life through retreading, repair and reprofiling, alongside mechanical and chemical recycling. It illustrates how circular economy principles can advance climate goals, preserve resources and strengthen industrial competitiveness.

The paper presents targeted appeals to political leaders, stressing the urgency of adapting legal structures to unlock current potential. It echoes the European Court of Auditors regarding robust recycling markets, which depend on consistent enforcement and dependable funding. Christina Guth, coordinator of the AZuR network, frames the tyre circular economy as a demonstration of sustainable practice, where environmental protection and economic activity reinforce one another.

The paper acknowledges the Clean Industrial Deal as constructive, yet argues circularity must occupy a more central position. Products must be conceived from the beginning with reuse and recycling in mind if materials are to remain in circulation. This gains urgency as the mobility sector expands, bringing increased tyre waste. A functioning circular system for tyres presents an avenue for reconciling ecological pressures with economic development.

The initiative coordinated by AZuR unites more than 80 organisations spanning industry, small business and research. In Germany, over half of the more than half a million tonnes of annual tyre waste is cycled back into use, with collected materials evaluated by certified operators.

Despite existing capabilities, the paper asserts political engagement remains insufficient. It enumerates requests for governing bodies, including support for repair enterprises, binding sustainability benchmarks and inclusion of retreaded options in public procurement. Another element involves cultivating a European market for premium recycled substances.

The paper also advocates for clear regulations regarding novel recycling methods and for recycled content to be granted equivalent status to virgin materials. Such measures are presented as essential for protecting investment in sustainable innovation.

Broader European trends indicate circular systems are increasingly viewed as integral to a resilient industrial approach. Advanced recovery infrastructure aids climate objectives and underpins material security. The European Court of Auditors has called for reinforced policy conditions that enable recycling economies to thrive, highlighting consistent rule application and stable financing for recovered materials.

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Hankook Tire, the official tyre supplier to the FIA World Rally Championship (WRC), concluded its participation in the 2026 Safari Rally Kenya, which took place in Naivasha, Kenya, with the event wrapping up on 15 March 2026. The challenging terrain of the Kenyan savanna provided a rigorous test for Hankook’s specialised equipment. Throughout the rally, the company provided its Dynapro R213 tyre, engineered specifically for severe off-road conditions. This extreme all-terrain tyre was available in Hard and Soft compounds and featured a robust casing structure alongside an optimised tread design. These characteristics ensured reliable grip and accurate steering response despite the demands of high-speed rallying.

A key development was the introduction of an upgraded soft gravel tyre at this event. It delivered superior traction on wet and slippery sections while retaining its structural integrity amidst the unpredictable conditions. The rally unfolded across the rugged landscapes of Naivasha and the Great Rift Valley, where competitors faced sharp rocks, deep sand and treacherous fesh-fesh dust. Fluctuating weather further compounded the difficulty, making consistent tyre performance critical for drivers to reach the finish line. Ultimately, Toyota Gazoo Racing's Takamoto Katsuta emerged victorious after four gruelling days, reinforcing the event's reputation as one of the season's most demanding.

Looking ahead, the championship moves to Europe for its fourth round, the WRC Croatia Rally 2026, scheduled from 9 to 12 April 2026 along the Adriatic coast. Returning to the WRC calendar after being part of the European Championship in 2025, the rally has generated significant interest with its redesigned route that navigates both coastal and mountainous terrain. For this event, Hankook will supply its Ventus Z215 and Z210 tyres, high-performance tarmac compounds designed to meet the rigorous demands of the course. These tyres have previously proven their effectiveness in similar environments, such as during the 2025 Rally Islas Canarias, where coastal and mountainous stages demanded exceptional vehicle control and tyre resilience.

Since taking over as the exclusive tyre supplier for all WRC classes in 2025, Hankook has leveraged data from its involvement in over 70 global motorsport championships. The company applies these race-proven insights to advance its ultra-high-performance tyre technology, continually reinforcing its leadership in the field.

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Flexsys, a global speciality chemicals and materials technology company, has announced an increase in regional prices for Insoluble Sulphur products with effect from 23 March 2026.

The price increase schedule is as follows:

• Asia: USD 0.60 per kg
• Europe: EUR 0.45 per kg
• North America: USD 0.40 per kg
• Latin America: USD 0.40 per kg

The driving forces behind these significant pricing actions are multifaceted, rooted in substantial disruptions to global supply chains. These disruptions are largely attributed to the ongoing conflict in the Middle East, which has had a cascading effect on logistics. Compounding this issue are the sharply rising costs associated with transportation and essential raw materials.

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