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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Prinx Chengshan has introduced a new line of agricultural tyres at the 2026 Xinjiang International Agricultural Machinery Expo, which opened in Urumqi on 25 May. The Chengshan brand showcased products specifically designed for tractors and combine harvesters, responding to the growing performance demands of large-scale machinery driven by agricultural modernisation.

As tyres play a critical role in equipment efficiency, Prinx Chengshan has developed a full-chain innovation system covering fundamental research, application development and pilot verification. With a newly launched green and intelligent off-the-road tyre plant, the company now offers agricultural tyres that excel in durability and load capacity, providing cutting-edge solutions for global customers.

The Chengshan TX series addresses specific operational needs. The TX600, for tractors, features large tread lugs and flexible sidewalls to ensure stability and comfort during high-speed relocation. The TX700 uses a reinforced carcass and belt structure to handle heavy combined loads without deformation. The TX800 incorporates an R-1W deep tread pattern and wear-resistant compound to withstand sharp stubble, gravel and roots, extending tyre life and lowering costs. For combine harvesters, the TX2000 uses proprietary IF technology to deliver 20 percent higher load ratings at the same pressure, reducing soil compaction and protecting topsoil.

Moving forward, Prinx Chengshan will continue its product plus service strategy, supporting modern agriculture alongside global partners. The company aims to advance green farming practices and contribute to a sustainable future.

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Yokohama Tire has become a new partner of the Velocity Invitational, North America’s leading motorsport and lifestyle festival. The event is scheduled for 29-31 May at Sonoma Raceway in Northern California. The tyre manufacturer will showcase its ADVAN line of ultra-high-performance tyres and also support round four of the Porsche Sprint Challenge USA West by Yokohama.

The Velocity Invitational takes place in California’s wine country, blending world-class historic racing, modern hypercars, rare vehicle collections and immersive car culture. These attractions are paired with fine wines, luxury hospitality and exceptional culinary offerings.

Candace Cogan, Director of Product Marketing, Yokohama, confirmed several brand activations. These include ADVAN-livery vehicles on display and on track, such as the BBI Autosport Porsche 992 TurboCup ‘Dixie’ and a GT2 EVO tribute by Type-99. To mark the 75th anniversary of Porsche Motorsport, Yokohama will host a ‘Prost’ celebration featuring a curated video highlighting the longstanding relationship between the two brands.

Several Yokohama brand partners will attend. They include builder Vin Anatra, known for a Ferrari 360 rebuilt bolt-by-bolt on ADVAN A052 tyres; BBI Autosport founder Betim Berisha; photographer Larry Chen; filmmaker Sung Kang, famous for playing Han in ‘The Fast and the Furious’, whose upcoming film ‘DRIFTER’ features the ADVAN-shod hero car ‘Lola’ and Formula Drift hall of famer Daijiro ‘Dai’ Yoshihara.

Cogan said, “Yokohama is excited to be a sponsor of the Velocity Invitational, which is the ultimate festival of flat-out exhilaration and excitement. It’s a natural extension of our performance legacy and a powerful platform to showcase our iconic ADVAN tyres to enthusiasts united by a shared passion for car culture in every form.”

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The Tire Industry Project (TIP) has opened registration for its 2026 Tire Emissions Research Conference, scheduled for 8 to 10 December 2026 at the University of Cambridge in England. The event continues a series that began with successful gatherings in Munich in 2024 and Boston in 2025.

Building on prior editions, the 2026 conference maintains an exclusive focus on scientific research into tyre emissions and actionable countermeasures. This emphasis responds to rising global concern over tyre wear pollution, with organisers believing that progress depends on open knowledge exchange, multi-stakeholder collaboration and harmonised scientific methods.

The agenda covers the full scope of the issue, including tyre and road emission generation, environmental distribution and fate, ecological behaviour and impact, design alternatives and civil engineering or environmental practices for mitigating tyre and road wear particles and related chemicals. Participants range from scientists and industry practitioners to policymakers and experts in environmental and materials science.

Held at Jesus College within the prestigious University of Cambridge, the conference follows the tradition of partnering with world-class institutions such as the Technical University of Munich and the Massachusetts Institute of Technology. Abstract submissions are due by 29 May 2026, with further details and registration available on the event website.

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Kumho Tire has confirmed its participation at The Tire Cologne 2026, the world’s leading tyre exhibition, taking place in Cologne, Germany, from 9 to 11 June. The South Korean manufacturer will present key products at Hall 6.0, Stand B030 C039, including summer, winter, all-season and truck and bus tyres. The event is the largest and most prestigious global gathering for the tyre industry.

Under the theme ‘Innovation to Build the Future’, Kumho Tire will introduce its latest advancements and intelligent solutions for future mobility. The company aims to demonstrate technological excellence in stability and performance across driving conditions. Featured products include summer tyres such as the ECSTA SPORT S, ECSTA SPORT and ECSTA HS52, along with the winter tyre WinterCRAFT WP52+. Both ECSTA SPORT models are ultra-high-performance tyres gaining strong traction in the European market.

The WinterCRAFT WP52+, developed for European conditions, ranked third out of 51 entries in Auto Bild’s 2025 winter tyre test, earning an ‘Exemplary’ rating. Kumho Tire will also showcase MARSHAL brand products including the MU12, MH15 and MH22. The MU12 delivers stable handling, grip, braking and cornering at high speeds, as MARSHAL strengthens its global position combining performance with value.

Additional displays include the SOLUS HA32, WinterCRAFT ICE WI32, WI52, PorTran 4S CX11 and concept tyres Volume and Origami. Kumho Tire will invite key European customers for business meetings to explore partnerships, aiming to communicate its future vision, deepen engagement and expand its global footprint.

Tony Gangseung Lee, Head of Europe at Kumho Tire, said, “This exhibition presents a valuable opportunity to showcase our key products at the world’s largest tire event. We will leverage this platform to reinforce our position as a sustainable, future-oriented smart mobility partner and accelerate our transformation into a global premium brand.”

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