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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Bridgestone and Kwik Fit are renewing their presence at The British Motor Show for 2026, stepping in as official sponsors of the Live Arena and Supercar Paddock. Their involvement marks the fifth year these two companies have powered some of the event’s most energetic and crowd-drawing features. Central to the show’s appeal, the Live Arena delivers high-octane displays and gripping stunt performances, while the Supercar Paddock offers rare access to an elite collection of supercars. Together, these zones have become defining elements of the visitor experience, reflecting a shared dedication to excitement, engineering excellence and road safety.

Throughout the 2026 event, attendees can look forward to a packed schedule of arena action and an impressive supercar showcase. Bridgestone and Kwik Fit specialists will be present to engage with the public, offering practical advice on tyre care, vehicle checks and overall driver preparedness. This collaboration underscores a sustained alignment between the brands and the show’s mission to inspire and educate automotive enthusiasts of all generations. Scheduled for 21 to 23 August 2026, the show anticipates a significant turnout, presenting an ideal platform for exhibitors and sponsors to engage with both consumers and the broader motoring sector in a direct and meaningful way.

Drew Chapman, Consumer Sales Director, Bridgestone UK, said, “We’re thrilled to return to the British Motor Show with Kwik Fit for our fifth consecutive year. Spanning three exciting days, the event offers a fantastic day out for families and passionate car fans alike. Performance is at the core of everything we do at Bridgestone, so we’re proud to be at the centre of the action as sponsors of the Bridgestone in partnership with Kwik Fit Live Arena and the Supercar Paddock.”

Andy Lane, Marketing Director, Kwik Fit, said, “We’re proud to be partnering with Bridgestone once again at the British Motor Show. The thrilling stunts and extreme performance in the Live Arena and Supercar Paddock may seem a world away from everyday motoring, but there is a common thread. All drivers need to have confidence in their car – whether up on two wheels in the arena or popping to the shops on the road. This event is the perfect place to connect with motorists of all ages and share how our expertise, combined with the quality and performance of Bridgestone tyres, helps keep the nation’s drivers safe on the road.”

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Rally Sweden, the only event on the FIA World Rally Championship (WRC) calendar contested entirely on snow and ice, returns to the wintry forests surrounding Umeå from 12 to 15 February. As Round 2 of the 2026 season, it marks the first true winter challenge for Hankook Tire, the championship’s exclusive tyre supplier. With approximately 300 kilometres of special stages divided into 18 high-speed tests, crews will push Rally1 cars to nearly 200 kmph and 8,500 rpm, making precision car control, reliable braking and unerring tyre grip the deciding factors in what has been a WRC fixture since 1950.

For this uniquely demanding environment, Hankook equips competitors with the Winter i*Pike SR10W, a competition tyre engineered specifically for frozen surfaces. Its specially developed ice-rally stud pins and asymmetric tread pattern ensure powerful traction, stable cornering grip and consistent braking on both snow-covered and icy roads. Following a strong debut at the 2025 running of Rally Sweden, where drivers and officials commended its performance, the tyre returns with proven credentials and confidence that it will again meet the extreme demands of the frozen north.

The championship narrative intensifies on home ground for Oliver Solberg. The TOYOTA GAZOO Racing driver arrives in Sweden as the early series leader after his historic victory at Rallye Monte-Carlo, where he became the youngest winner of the event in the 21st century. With momentum and national expectations behind him, the young Swede now aims to extend his title challenge on home snow.

Hankook’s involvement in WRC extends beyond tyre supply. Since becoming the exclusive tyre provider for all classes in 2025, the company has continued to reinforce its global motorsport credentials. By channelling technical insights from more than 70 racing series into product development, Hankook systematically transforms real-world performance data into advancements for ultra-high-performance road tyres, strengthening its technology leadership in both competition and commercial spheres.

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Tyres Europe is actively participating in the UNECE (United Nations Economic Commission for Europe) Working Party on Noise and Tyres (GRBP), where efforts are underway to establish viable tyre abrasion limits. The organisation is contributing to the UNECE Task Force on Tyre Abrasion, which is advancing a proposed Regulation introducing abrasion requirements for type approval. This follows prior agreement on measurement methodologies, with the current focus shifting towards setting specific abrasion limits for passenger car tyres.

By providing ongoing technical input, Tyres Europe aims to support the creation of abrasion rules that are not only ambitious from an environmental standpoint but also practically enforceable. The organisation stresses the importance of globally harmonised standards for tyres, a product traded worldwide, to ensure consistent regulatory compliance and prevent market fragmentation. According to Secretary General Adam McCarthy, well-aligned international rules are also critical for the successful application of the Euro 7 framework within the European Union. Tyres Europe remains committed to contributing to the UNECE work programme to help shape abrasion provisions that can be effectively implemented and progressively refined over time.

Adam McCarthy, Secretary General, Tyres Europe, said, “Reducing tyre abrasion is an important environmental objective and it requires rules that are not only ambitious but also enforceable in practice. For a global product like tyres, globally aligned standards help deliver consistent compliance outcomes and avoid fragmentation across markets. This is also essential to support effective implementation under the Euro 7 framework in the EU.”

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Arun Mammen, chairman of the Automotive Tyre Manufacturers Association (ATMA), was part of the prime minister’s official delegation during a recent visit to Malaysia aimed at strengthening bilateral ties and economic co-operation between the two countries.

The visit provided a platform for engagement between Indian and Malaysian industry leaders across emerging and strategic sectors. Malaysian businesses expressed interest in collaborating with Indian companies in recycling and sustainability, technical textiles, defence components and advanced manufacturing equipment.

During the meetings, Mammen outlined the growth trajectory of the Indian tyre industry, citing rising domestic demand, export potential and an increased focus on innovation, sustainability and circular economy practices.

Industry representatives in Malaysia signalled interest in expanding partnerships, pointing to scope for greater industry-to-industry co-operation in the coming years.

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