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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Giti Tire recently hosted an immersive event at its Hefei R&D Centre for its distributor and dealer network, moving far beyond a simple meeting to deliver a hands-on masterclass in future mobility. The core experience was a guided tour through Giti's Innovation Hub, where specialised zones deconstructed the entire tyre development journey. Partners witnessed firsthand the advanced materials, EV-specific engineering and rigorous motorsport-grade testing processes that form the foundation of Giti's collaborations with leading global automakers.

The event physically manifested this innovation with two pivotal showcases. Guests received a rare, hands-on examination of the Giti Flexcore (Airless) Technology, a concept designed for ultimate safety and sustainability by eliminating punctures. Furthermore, they experienced the cutting edge of automotive performance firsthand by entering the cabin of the YANGWANG U9X, a premier electric supercar, engaging directly with its advanced technology and premium construction.

This carefully curated experience was designed to demonstrate how Giti meticulously engineers, challenges and validates ideas long before production. By providing this transparent look into their technological ecosystem, Giti reinforced its role not just as a supplier but as a strategic partner invested in shared growth. The event served to align the network with the brand's forward trajectory, firmly establishing Giti’s commitment to co-shaping the future of mobility through tangible innovation and deepened collaboration.

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Michelin has launched a specialised tyre engineered to meet the rigorous demands of modern high-capacity mine and quarry loaders. The MICHELIN Xtra Power L5** 26.5 R25 tyre focuses on delivering durability and enhanced productivity in the most challenging operational environments while also prioritising operator comfort. This new size expands Michelin’s portfolio for loaders, building upon the earlier MICHELIN Xtra Power L5*** 35/65 R33 launched in 2021.

The tyre is built to handle complex applications, from face work and block handling to forestry transport and high-speed operations that impose extreme stress. It responds to the industry trend towards larger vehicles with bigger buckets, offering a substantial load capacity increase of up to 18.5 tonnes – a 23 percent improvement over the previous generation.

Key technical advancements underpin its performance. Engineers developed an innovative structure with a curved design and optimised rubber block support to minimise contact surface stress and boost protection. Reinforcements in the tread and shoulders improve damage resistance, while a larger bead heel enhances torque transmission and helps prevent rim slip, reducing premature wear.

Constructed to endure abrasive soils and aggressive surfaces like stone and rock, the tyre facilitates movement across varied terrain, supporting greater machine productivity. Its new tread design and unique rubber compound contribute to this robustness. Additionally, the design incorporates strengthened crown and protective layers with added metal for superior damage resistance.

For long-term cost efficiency, the tyre is designed to be retreadable, helping fleet managers optimise operational expenses. Operator safety and comfort are further enhanced by its capability to operate at pressures up to 7.5 bars, improving machine stability by 20 percent even during intensive loading cycles.

Clifford de Jager, CES Technical Manager, Beyond Road – Mining, Construction, Material Handling at Michelin, said, “At Michelin, we are always adapting and developing our products to ensure they match the needs of the latest machinery on the market. The MICHELIN Xtra Power L5** 26.5 R25 can handle the most challenging working environments while delivering optimised load capacity and improved torque transmission in a stable, comfortable and safe manner.”

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Hankook Tire is all geared up to showcase the prowess of its racing tyres as the ABB FIA Formula E World Championship arrives at the Miami International Autodrome for the 2026 Miami E-Prix. The event, serving as Round 3 of Season 12, marks the series' first World Championship race at this iconic venue, albeit on a shorter, 2.32-kilometre layout crafted for Formula E's distinct performance characteristics. This new circuit configuration around Hard Rock Stadium presents a balanced technical challenge, demanding optimal tyre performance in rapid warm-up, traction on corner exit and stability under heavy regenerative braking.

The temporary nature of the circuit, blending permanent asphalt with repurposed stadium grounds, ensures a weekend of significant track evolution. As the surface rubberises, grip levels will change, particularly in high-load areas, making consistent tyre behaviour a critical factor for success. Teams will rely on predictable temperature build-up and dependable grip to execute qualifying strategies and manage energy efficiency throughout the race. Central to meeting this challenge is Hankook's iON Race tyre, engineered to provide strong adhesion and precise handling while maintaining the crucial low rolling resistance required in the all-electric championship.

This motorsport engagement is a cornerstone of Hankook's premium brand advancement in the region, running parallel to its role as a Founding Partner of the Tomorrow Golf League (TGL). Beyond the track, the Miami event will be a full spectacle, featuring a vibrant festival atmosphere with live entertainment, interactive fan experiences and local food offerings. With the home crowd supporting US-linked teams like Andretti and DS PENSKE, and a new circuit testing every component, the E-Prix is set to be a defining event, powered by the technology within Hankook's tyres.

Manfred Sandbichler, Senior Director, Hankook Motorsport, said, “Miami is the type of venue that immediately raises the technical stakes. With a Formula E layout making its first championship appearance at the Miami International Autodrome, teams arrive without the usual backlog of race-weekend references. That places even greater importance on tyre consistency, traction stability and temperature control. We’re looking forward to seeing the iON Race support close, high-intensity racing as Formula E brings its street-racing character to Miami.”

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Pirelli has launched the latest summer tyre for SUVs, the new Scorpion, representing a comprehensive evolution of a line first introduced in 1986 for high-driving-position vehicles like the legendary Lamborghini LM002. Today, the Scorpion name encompasses a broad family of products, including SUV, motorcycle and bicycle tyres. This newest iteration is engineered to deliver safety, comfort and lasting performance, specifically tailored to the demands of modern Sport Utility Vehicles.

The development process leveraged advanced virtual engineering, with Pirelli’s Milan-based R&D team evaluating over 20 technological variants of compounds and tread patterns using proprietary mileage-prediction tools. Driving simulators further optimised handling and dry performance before physical validation, which confirmed significant improvements over the preceding generation. This integrated design approach yielded a tyre that excels across key metrics. It has earned the TÜV institute’s Premium Quality Mark, ranking first in independent dry braking and wet handling tests while also leading in wet braking and straight-line aquaplaning. The entire launch range achieves the top European Class A rating for wet grip, along with Class A/B for acoustic comfort and Class B for rolling resistance, ensuring consistent performance across summer temperatures.

To address the unique challenges of SUVs, such as increased weight and a higher centre of gravity, Pirelli incorporated dedicated technical solutions. The tyre features a reinforced carcass and structure, wider central tread blocks and an optimised profile that promotes uniform pressure distribution and reduces shoulder deformation. This design promotes even wear, making it ideal for heavier vehicles. The updated tread compound, which shares innovative materials with the acclaimed latest-generation Cinturato for saloons, ensures stable performance, improved wet grip and excellent mileage. Furthermore, a new groove geometry in the tread pattern enhances both handling and noise comfort.

The new Scorpion is already offered in 16 sizes ranging from 18 to 22 inches. It incorporates technologies like Elect, which can extend the range of electric and plug-in hybrid vehicles by up to 10 percent through solutions designed for their specific powertrain characteristics. Building on a legacy of over 300 homologations for the Scorpion summer range, this new generation, developed in collaboration with leading car manufacturers, already has more than 40 homologations in progress.

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