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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TVS Srichakra reported higher revenue and profit for the financial year ended March 31, 2026, supported by stronger operating performance and exceptional gains.

The tyre maker reported standalone revenue from operations of INR 33.9 billion for FY26, compared with INR 30.2 billion a year earlier. Profit before tax rose to INR 1.1 billion  from INR 486.1 million in FY25, while net profit increased to INR 827.1 million from INR 369.6 million.

For the quarter ended March 31, 2026, standalone revenue from operations rose to INR 9.1 billion from INR 7.5 billion in the corresponding period last year. Profit before tax increased to INR 456.2 million from INR 118.4 million, while quarterly net profit rose to INR 346.2 million from INR 105.9 million.

The company recorded an exceptional gain of INR 29. Million m for FY26, compared with an exceptional charge of INR 114 million in the previous year. During the March quarter, exceptional gains stood at INR 8.9 million.

TVS Srichakra said the exceptional items included grant income linked to investment promotion incentives sanctioned by the Government of Tamil Nadu through the State Industries Promotion Corporation of Tamil Nadu. The company also accounted for expenditure related to a voluntary retirement scheme and recognised an incremental obligation arising from the implementation of the Labour Codes.

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Goodyear India reported higher profit for the financial year ended March 31, 2026, supported by an exceptional gain during the period.

The company posted profit before tax of INR 831.6 million for FY26, compared with INR 746.8 million a year earlier. Net profit for the year rose to INR 615 million from INR 551.2 million in FY25. Earnings per share increased to INR 26.66 from INR 23.90.

For the quarter ended March 31, 2026, Goodyear India reported profit before tax of INR 133.3 millon, against INR 333.5 million in the corresponding quarter a year earlier. Quarterly net profit stood at INR 96.9 million, compared with INR 245.3 million in the previous-year period. Earnings per share for the quarter declined to INR 4.20 from INR 10.68.

The company recorded an exceptional item of INR 217.7 million during FY26. In the March quarter, the exceptional item stood at INR 198.3 million.

Goodyear India said the exceptional item was linked to a reassessment of liabilities relating to gratuity and compensated absences under the Labour Codes. The reassessed amount relating to previous periods was reclassified from employee benefits expense to exceptional item in the financial results for the quarter ended March 31, 2026.

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Kumho Tyre UK is set to return to the Road Transport Expo (RTX) 2026, scheduled from 30 June to 2 July at Stoneleigh Park. The company continues to emphasise dependable tyre solutions tailored for United Kingdom fleet operators, reaffirming its commitment to the commercial vehicle sector.

At Stand R37 in Exhibition Hall 1, attendees can examine Kumho’s latest commercial vehicle tyre range, engineered for applications spanning long-haul motorway driving to regional and local delivery routes. The display highlights the regional multi-performance lineup, including the KXA31, KXD31 and KXT31. Designed for mixed-use fleets navigating motorways, A-roads and urban settings, these tyres balance durability, mileage and efficiency to maximise performance across varied routes.

Also on show are the KMA12 and KMD41, developed for mixed service applications where robust construction is vital to maintaining uptime. Engineered for tougher conditions, they offer enhanced durability for demanding environments. Kumho’s RTX presence underscores its ongoing support for fleet operators with high-quality, value-driven solutions focused on performance, longevity and real-world reliability.

Kumho’s TBR sales team and executive management will be available throughout the event to discuss fleet requirements and the company’s growing retailer network. Visitors can enjoy refreshments while learning about the expanding CV portfolio.

Richard Lyons, Managing Director, Kumho Tyre UK, said, “We’re looking forward to returning to RTX and building on the conversations we started last year. It’s a great opportunity to meet with fleets face-to-face, showcase the strength of our CV range and demonstrate the quality and performance that underpins the Kumho brand.”

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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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