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

Comments (0)

ADD COMMENT

Link Copied!

Hankook Tire will take on the sponsorship role for the ‘Best Use of Technology’ prize at the upcoming Motor Transport Awards in September, reinforcing its active role in celebrating industry progress. The award specifically targets organisations that harness digital tools, hardware upgrades or system overhauls to produce real-world gains in freight movement and logistical coordination.

Following the release of the 2026 finalist roster, the technology category has narrowed its focus to three contenders: Explore, GXO and HF Owen Transport & Storage. Each enterprise has put forward evidence of how their chosen technical strategies have resolved persistent operational hurdles while also boosting service quality for their client bases.

The September gala holds added weight this year, as the Motor Transport Awards reach their 40th anniversary of honouring top performers in British road haulage. Scheduled for the Grosvenor House Hotel along Park Lane, the gathering will draw upwards of 1,250 senior figures from across the sector, offering a prime setting for peer recognition and forward-looking dialogue.

Presenting the trophy will be Paul Emery, Sales Director at Hankook Tyre UK, whose presence underscores the brand’s parallel pursuit of advanced mobility solutions. Beyond the competitive element, the evening serves as a networking hub and a moment to assess broader industry shifts, all while Hankook deepens its ties to one of the transport world’s most enduring award platforms.

Comments (0)

ADD COMMENT

Link Copied!

Sun Auto Tire & Service has reached a major milestone with its new Plaza Tire Service outlet in Bowling Green, Kentucky, officially marking the company's 600th store. Since 2017, the organisation has surged from roughly three dozen locations to a dominant force within the independent tyre and automotive service sector.

The Bowling Green facility offers premium tyre products alongside skilled mounting, alignment, balancing, puncture repair and full mechanical work. Patrons benefit from digital booking and electronic vehicle health reports, all under the firm's philosophy emphasizing transparency and attentive treatment. This launch coincides with the group securing Better Business Bureau (BBB) recognition across its entire portfolio.

Beyond retail, the company is supporting local academic and athletic pursuits. Partnering with the Southcentral Kentucky Community and Technical College Foundation, it has funded two student scholarships. A Drive With Purpose initiative partners with the high school cheerleading squad, with a share of oil change revenue directed to the programme over the coming month.

BBB accreditation denotes adherence to honest dealings and clear communication, offering consumers a reliable benchmark. As Sun Auto celebrates this landmark, its customer pledge and accredited standards demonstrate a sustained commitment to responsible service across its nationwide footprint.

Tony Puckett, Chief Executive Officer, Sun Auto Tire & Service, said, "This milestone represents far more than a store count. Reaching 600 locations is a testament to the thousands of teammates who deliver exceptional service every day and the customers and communities who trust us with their vehicles. As we continue to grow, our focus remains unchanged: providing clear communication, trusted guidance and expert care through the local brands our customers know and rely on."

Comments (0)

ADD COMMENT

Link Copied!

Dunlop Motorcycle Europe and Avon Tyres are set to showcase their combined expertise in cruiser, touring and custom motorcycle tyres at the upcoming European Bike Week, one of the continent’s largest gatherings for riders. The event unfolds along the shores of Austria’s Faaker See and routinely draws tens of thousands of enthusiasts with its mix of live entertainment, custom bike displays, demo rides and a broad spectrum of industry exhibitors.

Reinforcing its deep-rooted ties with Harley-Davidson, Dunlop will again sponsor the event’s signature Harley-Davidson Parade. Both tyre manufacturers will occupy separate exhibition spaces, continuing a joint presence at major trade fairs that began after Avon became part of the Goodyear family in 2022. Their stands will feature Dunlop’s co-branded Harley-Davidson tyres and Avon’s expanded Cobra Chrome line for custom cruisers, while Dunlop additionally offers a hospitality bus and the returning Ape Hanger Challenge, where daily winners earn a free set of co-branded tyres.

Earlier this year, Dunlop was named exclusive tyre supplier for the Harley-Davidson Bagger World Cup, providing racing tyres for the MotoGP-supporting series. Attendees may combine the festival with the 2026 Bagger World Cup finale, scheduled for 19–20 September at the Red Bull Ring in Spielberg.

The 2026 European Bike Week runs from 8–13 September at Faaker See. The Dunlop-sponsored Harley-Davidson Parade is set for 12 September, departing at noon from Rosental Street near the Pogöriacher roundabout and Harley-Davidson sculpture.

Roberto Finetti, Marketing Manager Motorcycle Europe, Goodyear, said, “Dunlop and Avon have a proud heritage in the cruiser and touring motorcycle segment, and European Bike Week is a fantastic opportunity to meet thousands of passionate riders from across Europe. We look forward to welcoming visitors to our stands, where they can discover our biggest ever range of Dunlop and Avon tyres for cruiser, custom and touring bikes, as well as take part in some fun challenges.”

Comments (0)

ADD COMMENT

Link Copied!

Kumho Tire USA has introduced the all-new Crugen GT Pro, a premium all-season touring tyre engineered for larger crossovers and SUVs. The latest addition delivers superior ride comfort and confident year-round capability while featuring one of the most robust treadwear warranties in its class. The launch responds to shifting consumer preferences towards larger vehicle platforms.

To commemorate the release, Kumho is offering a promotional incentive through October 31. Customers purchasing a set of four qualifying tyres will receive a USD 80 prepaid Mastercard, applicable to the new Crugen GT Pro and Road Venture HT, AT52 and RT models.

The Crugen GT Pro utilises K-Maxmile technology and a next-generation tread compound to achieve a 20 percent improvement in wear resistance over its predecessor. An optimised contact patch promotes even treadwear, backed by warranties up to 75,000 miles for H- and V-speed rated versions. K-Noise Defender technology and rounded tread block edges reduce resonance and road impacts, lowering interior noise by up to 0.8 decibels.

Reinforced shoulder blocks and a zigzag tread pattern enhance stability and high-speed handling for heavy SUVs and electric vehicles. K-Sipe Control technology and wider lateral grooves improve wet braking and light-snow traction, while Dual Performance Block Technology resists hydroplaning. Available now in 85 sizes from 16 to 22 inches, the Crugen GT Pro covers over 85 percent of the current crossover and SUV market.

Shawn Denlein, President – Sales and Marketing, Kumho Tire USA, said, “As crossovers and SUVs continue to dominate new vehicle sales, today’s drivers expect replacement tyres that combine long tread life, ride comfort and confident all-weather capability. Crugen GT Pro was engineered to deliver the premium performance today's drivers demand at an exceptional value that Kumho is known for.”

Comments (0)

ADD COMMENT

Link Copied!