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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Goodyear has been named one of the World’s Most Ethical Companies for 2026 by Ethisphere, marking the third consecutive year it has received this prestigious honour. This recognition reflects the company’s enduring commitment to fostering integrity throughout its global operations. Goodyear is the only tyre manufacturer and one of just eight automotive businesses to appear on this year’s list, which spans 17 countries and 40 industries.

Ethisphere determines its honourees through a rigorous, data-driven evaluation process that examines corporate governance, ethical culture, compliance programmes, environmental and societal impact and third-party management. A panel of experts analyses this information to identify organisations that demonstrate exceptional ethical leadership and best practices in business integrity.

This latest recognition reaffirms Goodyear’s ongoing dedication to principled conduct and responsible business practices worldwide.

Erin Lewis, Vice President and Chief Compliance Officer, said, “Receiving this recognition for the third consecutive year is a reflection of our associates’ strong commitment to acting with integrity. Goodyear’s inclusion on this respected list again this year underscores our longstanding commitment to ethical decision-making, responsible leadership and creating a culture where integrity guides every action.”

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Nokian Tyres has launched the Nokian Tyres Snowproof 3P, a new premium winter tyre engineered for predictable and high-performance driving across a variety of Central European conditions. This new product integrates the company’s Nordic expertise into a tyre designed to perform reliably on snow, slush, wet and dry roads. It has been awarded the Premium TÜV SÜD Tyre Mark, an independent certification that verifies its outstanding quality and performance against rigorous benchmark standards, complementing the manufacturer's own extensive internal testing.

The tyre is intended for drivers of high-performance vehicles, sedans and SUVs who require dependable performance for daily commuting, mountain driving, long journeys and high-speed travel. The initial launch includes 50 products ranging from 17 to 21 inches, with the majority classified as XL for heavy loads, and the range is planned to expand to 98 SKUs covering 16 to 22 inches. Reflecting a commitment to sustainability, up to 40 percent of the tyre’s raw materials are renewable, recycled or ISCC PLUS certified. This advancement supports the company’s broader goal of increasing that proportion to 50 percent by 2030. Production takes place at the company's new facility in Oradea, Romania, recognised as the world's first full-scale tyre factory to operate with zero CO2 emissions in scopes 1 and 2, with select sizes also manufactured at the factory in Nokia, Finland.

The tyre’s performance capabilities were validated through extensive testing in both controlled and real-world environments. Winter testing was conducted at the Ivalo Test Center in Finnish Lapland to ensure high standards on snow and ice, while high-speed and wet performance evaluations took place at the Hakka Ring in Spain and the test track in Nokia, Finland. The Nokian Tyres Snowproof 3P becomes the flagship winter offering for Central and Southern European consumers, joining the Seasonproof 2 for all-season and the Powerproof 2 for summer in the company's latest product lineup.

The tyre features a Triple Zone Tread designed to enhance safety and control. This includes an Arctic Zone with 3D siping for improved snow grip, an Aqua Zone with a blade groove design to increase groove volume and resist aquaplaning and a Performance Zone with optimised geometry for enhanced directional stability and cornering precision. The Alpine Grip Compound incorporates a new generation of polymers and renewable resins, alongside the highest proportion of silica ever used by the company in a winter tyre for this market. This high silica content ensures responsiveness in cold temperatures, supports wet grip and contributes to lower rolling resistance for improved efficiency. The Power Lock Core utilises Performance Bead Rings to enhance stability and handling during sudden, high-speed manoeuvres.

Durability is addressed through the inclusion of Aramid Strong Sidewalls on all sizes 17 inches and above. These sidewalls embed lightweight aramid fibres, a material also used in defence and aerospace industries, to reinforce the tyre against impacts from potholes and road hazards and reduce the risk of punctures. A large rim protector is also incorporated to shield wheels from curb damage. The tyre is designed to seamlessly fit both internal combustion engine vehicles and electric vehicles, carrying the Electric Fit emblem to signify it has been developed and tested to meet the specific demands of EVs regarding weight, noise, torque and range. It also features SilentDrive Technology, which uses a layer of acoustic foam attached to the inner liner to dampen bothersome frequencies and provide a quieter, more comfortable cabin experience.

Tommi Alhola, Senior Vice President – Central Europe, Nokian Tyres, said, “As electric vehicles and SUVs become more popular in Europe, larger rim sizes and heavier loads are more prevalent than ever. The diverse size options and outstanding safety and performance properties of the Nokian Tyres Snowproof 3P meet the needs of Central and Southern European winter drivers as their vehicle choices evolve.”

Martin Dražík, Product Manager, Nokian Tyres, said, “We developed the Nokian Tyres Snowproof 3P to balance ultimate confidence with exciting performance. Central European consumers demand a product that keeps them safe in a wide array of winter conditions without sacrificing an enjoyable driving experience. We spent years preparing the Snowproof 3P to blend Nordic winter know-how with the unique properties needed to thrive in unpredictable winter conditions.”

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Bridgestone will continue as a tyre supplier to the FIM Endurance World Championship (EWC) in 2026, extending its partnership with the series which began in 2017. The company will increase its involvement by equipping seven teams with its premium BATTLAX motorcycle tyres, a rise from the five teams supported the previous year. The seven teams are AutoRace Ube Racing Team, BMW Motorrad World Endurance Team, F.C.C. TSR Honda France, Kawasaki Webike Trickstar, KM99 Yamaha, Yamalube YART Yamaha EWC Official Team and Yoshimura SERT Motul.

This expanded role follows a highly successful 2025 season where a Bridgestone-equipped team, Yamalube YART Yamaha, claimed the EWC title. This victory marked the sixth championship win for a team using Bridgestone tyres and the fifth consecutive year of such dominance, with five of the top six overall positions occupied by Bridgestone-supported teams.

The BATTLAX racing tyres are the result of advanced engineering, utilising sophisticated materials and construction methods to provide superior grip, consistent performance and lasting durability. These qualities are essential for the demanding nature of endurance racing, which features events lasting up to a full day. Engineered to perform reliably in diverse weather and track conditions, the tyres give riders the confidence to maintain a competitive pace throughout each stint.

Bridgestone views the racetrack as a crucial development environment, using the extreme conditions of the EWC to rigorously test and refine its technology. With races ranging from 8 to 24 hours, the series places continuous, intense stress on tyres, offering a perfect setting to advance compound chemistry and construction techniques. This knowledge is then applied to consumer products under the company’s From Circuit to Street philosophy. The latest proof of this process is found in new additions to the BATTLAX family, including the track-only RACING BATTLAX V03 slick tyre and the road-legal BATTLAX RACING STREET RS12, both of which feature technology honed in the crucible of endurance competition.

Nico Thuy, Director Motorcycle, Bridgestone EMEA, said, “The FIM Endurance World Championship represents the ultimate proving ground for tyre performance, durability and innovation. The 2025 season once again demonstrated the consistency and capability of Bridgestone tyres under the toughest racing conditions. Following this success, we are proud to offer our expertise and top-performing tyres to seven teams for 2026.”

The 2026 EWC season schedule is as follows:

• 18 April: 24 Heures Motos, Le Mans, France
• 6 June: 8 Hours of Spa Motos, Circuit de Spa-Francorchamps, Belgium
• 5 July: Cuca-Cola Suzuka 8 Hours, Suzuka race track, Japan
• 19 September: the Bol d'Or, Circuit Paul Ricard, France

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The Yokohama Rubber Co., Ltd. has unveiled its comprehensive motorsports activity plan for the 2026 season. The company views its participation in global motorsports as essential for advancing tyre technology and reinforcing the ADVAN and GEOLANDAR brands. Its strategy encompasses a diverse range of events, from top-tier championships to grassroots competitions worldwide.

Key championships and series

• SUPER FORMULA: Yokohama Rubber has renewed its exclusive agreement as Official Tyre Partner and control tyre supplier for Japan's premier racing series, a partnership dating back to 2016. The new contract extends through the 2030 season. For 2026, the company will supply ADVAN racing tyres featuring a high renewable and recycled raw material ratio of approximately 46%. The series will also introduce the SUPER POLE QUALIFYING Supported by YOKOHAMA TYRE, a three-stage knockout format.
• SUPER GT: Yokohama will supply ADVAN racing tyres to one car in the GT500 class and 17 cars in the GT300 class, aiming for victories and a championship title in the latter.
• Nürburgring 24-Hour Race: Yokohama will supply ADVAN racing tyres to three teams: Haupt Racing Team, KONDO RACING with Rinaldi, and BMW M Motorsport. This marks the first collaboration with BMW M Motorsport in nearly 40 years, with ADVAN tyres fitted to two BMW cars entered by Schubert Motorsport and a special fan-focused BMW entry. Tyres will also be supplied for the Nürburgring Langstrecken-Serie (NLS).
• Porsche Sprint & Endurance Challenges: For the sixth consecutive year, ADVAN racing tyres will serve as the control tyre for the Porsche Sprint Challenge North America and Porsche Sprint Challenge USA West. It will also be the control tyre for the Porsche Endurance Challenge North America for the third straight year.
• Ford Mustang Cup: Yokohama will again supply ADVAN racing tyres as the control tyre for this one-make series, which features the Ford Mustang Dark Horse R.
• American Off-Road Racing Championship (AORC): Yokohama has become a supporting sponsor of this newly launched premier desert racing series. The company will supply GEOLANDAR tyres to top teams competing in the championship, which includes renowned races like Best in the Desert and The Mint 400.

Other major events and disciplines

• Hill Climb: At the Pikes Peak International Hill Climb, Yokohama will supply ADVAN racing tyres to top drivers and continue sponsoring and providing the control tyre for the Pikes Peak GT4 Trophy by Yokohama.
• Off-Road Races: Yokohama will seek a second consecutive overall win at the Asia Cross Country Rally (AXCR) using GEOLANDAR M/T G003 tyres. In North America, the company will support the King of the Hammers (as title sponsor of the Every Man Challenge), the Championship Off-Road series (with GEOLANDAR X-AT and A/T4 tyres), and the TrophyLite Series (supplying GEOLANDAR M/T G003 as the official specification tyre for the eighth year). They will also supply tyres for the XCR Sprint Cup Series in Japan.
• Rally: In the Japanese Rally Championship (JRCA), ADVAN rally tyres will be supplied to top JN-1 class teams, including the NUTAHARA Rally Team (with an ADVAN-coloured car) and SUBARU Team ARAI. Yokohama will also support the TOYOTA GAZOO Racing Rally Challenge for a second year.
• Drift: For FORMULA DRIFT JAPAN (FDJ), Yokohama will supply ADVAN NEOVA AD09 tyres to teams in the top FDJ class and provide control tyres (ADVAN NEOVA AD09 for FDJ2, ADVAN APEX V601 for FDJ3). The company will also supply ADVAN tyres to a team competing in the D1 GRAND PRIX.
• Speed Competitions: In Japan, Yokohama will supply ADVAN A052 and A050 tyres for the All Japan Gymkhana Championship and a range of ADVAN tyres for various surfaces in the All Japan Dirt Trial Championship.

Participatory & Grassroots: Yokohama will support grassroots events globally, including supplying ADVAN dB V553 tyres as the control tyre for the new CATERHAM CUP JAPAN. The company also announced its Yokohama Motorsports Scholarship 2026 programme to support participants in Japanese rally, gymkhana and dirt trial competitions.

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