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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Maxion Wheels has graduated the first Indian cohort of its Formare vocational education programme and launched a second intake, marking the expansion of the initiative into Asia.

The programme, introduced in India in 2024 through a partnership between the Iochpe Foundation of Brazil and Savitribai Phule Pune University (SPPU), combines classroom education with practical manufacturing training for students from underprivileged communities.

Twenty-six students enrolled in the inaugural cohort, with 23 completing the programme and receiving a diploma in Manufacturing Technology. Those who continue for a third year at SPPU will be eligible for a university graduation certificate.

According to Maxion Wheels, 87 percent of the graduates will begin their professional careers at the company's Pune operations.

"The graduation of our first Formare class in India is a proud and meaningful achievement, both for our students and for Maxion Wheels," said Sutheep Ratnabhas, President of Maxion Wheels' Asia Business Unit. "This programme reflects our belief that investing in education and skills development can transform lives while strengthening our communities and our business. We are especially encouraged and fortunate to see these young professionals beginning their careers with us."

The company also inaugurated the programme's second cohort, comprising 27 students, including six women, who account for 22 percent of the intake.

The ceremony at SPPU was attended by Mark Sinar, Vice President, Global Human Resources and Safety & Sustainability at Maxion Wheels, Rahul Vaidya, Managing Director of Kalyani Maxion Wheels, university representatives and the families of graduating and incoming students.

Graduates described the programme's impact on their personal and professional development.

"Formare has given me the confidence, skills, and opportunity to build a better future for myself and my family," said Aman Mulla. "I am proud to start my career with Maxion Wheels and excited for what lies ahead."

Abha Kamble said: "This programme opened doors I never thought possible. The combination of learning and hands-on experience has prepared us for real-world challenges."

Originally established by Brazil's Iochpe Foundation, the Formare programme has operated for more than three decades and has trained more than 28,000 young people. Maxion Wheels said it plans to introduce the programme in Türkiye later this year.

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Continental has transformed its European Roadshow into a long-term customer engagement platform, scheduled to traverse the continent through 2027. The initiative delivers the company’s newest commercial vehicle tyre technologies, trailer solutions and digital services directly to fleet operators. Following successful kick-off events in the Czech Republic and Denmark, the mobile tour is set to visit Norway and Finland, with further destinations to be announced.

This expanded programme underscores Continental’s strategic commitment to deepening customer ties through direct interaction. The initiative directly addresses critical fleet management concerns, including total cost of ownership, operational efficiency and the ongoing digitalisation of transport logistics. The company aims to position itself as a partner in solving real-world operational challenges.

Central to the roadshow is the Showtruck, a mobile consultation and demonstration hub that allows fleets to experience Continental’s portfolio within their local markets. Attendees navigate themed stations that link product innovations to practical fleet applications and everyday operational hurdles. A primary focus is the Generation 5 tyre portfolio, engineered for enhanced mileage, reduced rolling resistance and superior durability, alongside trailer tyre options and a preview of the upcoming Conti Efficient Pro HT 5.

The roadshow also highlights ContiConnect, a digital tyre monitoring system that supplies real-time data and actionable intelligence to support predictive maintenance and increase operational transparency. Traveling thousands of kilometres across Europe through 2027, the platform engages fleet operators, logistics firms, dealers and industry partners. By merging products, digital services and technical expertise, Continental reinforces its dedication to efficient, digitally connected transport solutions, with additional tour dates to be revealed.

Ivonne Bierwirth, Head of Marketing Communications – EMEA, Continental, said, "Fleet operators are under increasing pressure to improve efficiency, control operating costs and meet evolving industry requirements. The Roadshow allows us to engage directly with customers and demonstrate how our tyre technologies, digital solutions and expertise can help them address these challenges in their daily operations."

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Tyres Europe and the Association of Synthetic Amorphous Silica Producers (ASASP) have released a joint position paper on synthetic amorphous silica (SAS) in tyre manufacturing. The document highlights SAS as a critical component that improves wet grip, reduces rolling resistance and supports durability, thereby enhancing vehicle safety, fuel efficiency, electric vehicle range and lowering use-phase emissions.

A proposed harmonised classification for SAS is under consideration. Though not an outright ban, the industry warns it would likely compel manufacturers to phase out SAS during design rather than manage exposure, effectively bypassing practical risk controls.

Tyres Europe and ASASP urge regulators to base any action on robust evaluation of SAS properties, exposure conditions, established industrial uses and broader socio-economic impacts on European value chains. Policy measures must reflect these factors to avoid unintended disruptions.

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Tegeta Green Planet participated in the recent Social Design Days conference, a three-day event hosted by the Design Institute that centred on circular design and sustainable innovation. The gathering brought together diverse professionals to explore the intersection of creative disciplines and environmental responsibility.

During the proceedings, Tegeta Green Planet Director Shalva Akhvlediani engaged in a panel discussion that examined Georgia’s trajectory in building a circular economy. The conversation addressed the nation’s current obstacles and prospective avenues for growth, with a particular focus on systemic shifts in resource management and regulatory frameworks.

Akhvlediani pointed to measurable advancements in Georgia’s waste management infrastructure, the adoption of Extended Producer Responsibility standards and a growing national recycling ethos. These developments, he observed, are creating a robust base for more judicious resource utilisation and fostering habits of conscientious consumption. The panel further acknowledged that resourcefulness is deeply rooted in Georgian heritage, where mending, reusing and bequeathing goods were traditional practices, though modern consumerism has eroded these customs, necessitating a blend of age-old wisdom with contemporary circular strategies.

A critical takeaway from the discussion was the assertion that technological fixes and legislation alone are insufficient. Genuine progress, Akhvlediani argued, hinges on synergistic cooperation between designers, architects, researchers and creatives to engineer products and systems that prioritise longevity and recyclability from inception. Social Design Days proved instrumental in facilitating cross-sectoral dialogue, promoting circular principles and inspiring actionable solutions for national sustainability. Tegeta Green Planet reaffirmed its dedication to advancing these environmental objectives and supporting collaborative platforms that drive meaningful change.

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