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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Michelin has announced a strategic collaboration with BLAST, the organiser behind the 2026 Rocket League Championship Series (RLCS), which serves as the premier global tournament for the popular video game Rocket League. Through this agreement, Michelin becomes an official partner of one of the most energetic and widely viewed eSports properties on the international stage.

Rocket League itself enjoys immense global popularity, attracting several million active participants on a monthly basis. The RLCS season consistently draws tens of millions of views across the world, underscoring its significant reach. This move allows Michelin to deepen its involvement in the competitive gaming sector by associating with a high-profile series known for its passionate following.

The game’s core dynamic involves vehicles competing in a fast-paced arena where precision, control and rapid execution are paramount. These very attributes closely align with Michelin’s established heritage in mobility solutions and high-performance engineering, particularly its extensive background in motorsport. The partnership therefore represents a natural extension of the brand’s core principles into a digital environment.

By entering the world of the RLCS, Michelin seeks to enhance its connection with younger demographics and solidify its relevance within the digital spaces that are increasingly defining future trends and cultural habits. This initiative builds on a foundation of over 25 years during which Michelin has cultivated partnerships within the gaming and automotive simulation spheres, consistently applying its technological know-how to support both realism and superior performance in virtual driving experiences.

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The Yokohama Rubber Co., Ltd., has entered into a new agreement to serve as the official tyre supplier for BMW M Motorsport, the division responsible for the brand's global racing endeavours. This collaboration will debut at the prestigious Nürburgring 24-Hour Race and throughout the Nürburgring Langstrecken-Serie in 2026.

This renewed partnership revives a historical connection between the two companies, who previously worked together on the same iconic circuit from 1980 to 1990. During that initial decade-long stint, their combined efforts secured two overall victories. After an interval of nearly four decades, they are reuniting for the current season to compete in the premier SP9 class, fielding the BMW M4 GT3 EVO. For this campaign, Yokohama will equip the vehicle with its high-performance ADVAN racing tyres, with the shared objective of capturing another overall win.

Beyond its tie-up with the BMW team, Yokohama Rubber continues its longstanding commitment to the Nürburgring. It will provide its tyres to numerous leading teams contesting both the endurance series and the 24-hour event this season. The company is focused on achieving an overall championship victory for a vehicle equipped with its YOKOHAMA brand tyres.

Franciscus Van Meel, CEO, BMW M GmbH, said, “We are excited to welcome YOKOHAMA as Official Partner of BMW M Motorsport for our Nürburgring programme. YOKOHAMA’s technical expertise and motorsport passion strengthen our drive for maximum performance and precision. Their support allows our team to focus fully on what defines BMW M Motorsport: pushing the limits on every lap. We look forward to a strong endurance season.”

Team: Schubert Motorsport
Class: SP9
Car: BMW M4 GT3 EVO
Tyres:
ADVAN A005 (for dry conditions); Sizes: front 300/680R18, rear 330/710R18
ADVAN A006 (for wet conditions); Sizes: front 300/680R18, rear 320/710R18

Race Schedule (as of date of this release)
March 14 (Sat): NLS Round 1
March 21 (Sat): NLS Round 2
April 11 (Sat): NLS Round 3
April 18 (Sat) –19 (Sun): Nürburgring 24-Hour Race (Qualifiers) , NLS Rounds 4 & 5
May 14 (Thu) –17 (Sun): Nürburgring 24-Hour Race
June 20 (Sat): NLS Round 6
August 1 (Sat): NLS Round 7
September 12 (Sat) –13 (Sun): NLS Rounds 8 & 9
October 10 (Sat): NLS Round 10

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Hankook Tire has introduced the Laufenn X FIT AT2, a new addition to its all-terrain tyre lineup aimed at drivers who require durability and adaptability without compromising on everyday driving comfort. Positioned as an affordable option, this tyre is engineered to handle a mix of on-road and off-road conditions while delivering long-lasting value.

Building upon the foundation of its predecessor, the X FIT AT2 brings several performance upgrades. It features enhanced traction across varied landscapes, a 15 percent improvement in tread longevity and reliable handling in different weather conditions. The tyre is designed to fit a broad spectrum of light trucks and SUVs, with availability ranging from 15 to 22 inches to accommodate popular vehicle models in the market.

This launch reflects Laufenn’s ongoing strategy to diversify its offerings as it strengthens its presence in over 100 countries. Since its introduction in Europe, the brand has consistently expanded its range for both passenger vehicles and commercial applications, responding to shifting consumer needs. The X FIT AT2 reinforces this direction by providing a balance of rugged capability and composed road manners for those who frequently transition between highways and rougher terrain.

Engineered for resilience, the tyre incorporates a reinforced structure, including select sizes with three-ply sidewalls to resist cuts and impacts. Its tread design features directional and lateral grooves that enhance water dispersion and grip on slippery or loose surfaces. Additional protective elements such as offset shoulder blocks and rim guards help shield against debris and curb damage. A two-step deep sipe pattern promotes uniform wear, contributing to extended usability.

Certified with the Three-Peak Mountain Snowflake symbol, the X FIT AT2 offers dependable performance in dry, wet and snowy winter conditions. It comes with warranty coverage tailored to its sizing, offering 60,000 miles for P-metric versions and 50,000 miles for LT-metric options. With this release, Laufenn continues to round out its portfolio alongside existing lines such as the S FIT, G FIT and I FIT series.

KC Jensen, Vice President – U.S. Passenger Car and Light Truck Sales, Hankook Tire America Corp, said, “The X FIT AT2 represents the next step forward for the Laufenn brand as we continue to deliver practical, dependable solutions for everyday drivers who also want the freedom to explore off-road. Building on the success of the original X FIT AT, this second-generation tyre offers a stronger blend of durability, versatility and everyday comfort at an accessible value.”

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Comerio Ercole is set to make a significant impact on the global stage in 2026 with its participation in two major industry exhibitions. The company will showcase its latest advancements at both Chinaplas 2026 and Tire Technology Expo 2026, highlighting a comprehensive portfolio designed to enhance precision, productivity and sustainability in polymer processing.

At Tire Technology Expo, Comerio Ercole will present integrated systems tailored for the tyre industry, focusing on high-performance rubber calendering and digital intelligence. A flagship solution is the TRIPLE 4-roll calendering unit. Its innovative "S" configuration provides remarkable flexibility by enabling the processing of both textile and steel cord, as well as the production of rubber sheeting, all within a single line. The system’s capability for simultaneous lamination ensures high precision and product stability while minimising defects. Downtime is a critical factor in tyre production, and the patented FASTEEL system directly addresses this. By automating the steel cord change process, it dramatically reduces changeover time from hours to minutes, allowing the line to continue running during preparation and thereby maximising plant availability and operator safety. Following the calendering process, the SUPERCUT system guarantees clean, precise transversal cuts for both steel and textile-reinforced rubber, integrating guillotine and high-speed rotary blades to minimise waste and streamline downstream winding.

Simultaneously, at Chinaplas 2026, taking place in Hall 2.1 at Stand C85, the company will place a strong emphasis on its patented HYDROPLUS concept for PVC and plastic calendering. This technology suite is engineered to deliver micrometric precision and robust process stability through advanced hydraulic controls. Central to this is HYDROGAP, a system that achieves exceptional thickness uniformity with high-resolution gap positioning. Complementing this are HYDROSAFE, which ensures rapid roll separation for ultimate protection, and HYDROTHERM, a feature that intelligently compensates for thermal expansion to maintain precise gap settings during fluctuating operational temperatures.

Beyond mechanical innovation, the company is driving digital transformation with its CELEMETRY and MINERV-AI platforms. CELEMETRY focuses on sustainability by converting production data into actionable insights for environmental reporting and energy optimisation. MINERV-AI captures and standardises operational expertise through artificial intelligence, supporting more effective maintenance protocols, training procedures and overall operational consistency. Through these combined efforts at both exhibitions, Comerio Ercole is demonstrating a holistic approach to advancing the plastics, rubber and tyre industries.

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