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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The Yokohama Rubber Co., Ltd.'s global flagship ADVAN tyres are prominently featured in the latest high-octane instalment of the Gymkhana film series, ‘Gymkhana: Aussie Shred’. Released by Hoonigan Media Machine, the video rapidly surpassed 5.3 million views within its first week. This marks the third consecutive film in the popular stunt-driving series to showcase Yokohama’s tyre technology, following previous episodes released in 2020 and 2022 which have collectively amassed tens of millions of views online.

The film stars action sports icon and Yokohama brand ambassador Travis Pastrana, who performs a series of extreme manoeuvres across Australian terrain. His vehicle is a custom-built, 670-horsepower Subaru ‘Brataroo’, a modern re-engineering of a classic 1978 model specifically designed for Gymkhana stunts. Pastrana’s daring feats include high-speed drifts and a breathtaking 50-metre canyon jump, all captured in the new production.

Supporting these demanding performances, the Brataroo is equipped with Yokohama’s 18-inch ADVAN A052 street sports tyres and ADVAN APEX V601 high-performance tyres. Engineered to deliver an optimal blend of grip and structural integrity, these tyres provided critical stability across varied and punishing surfaces, from race circuits to loose gravel. This technological partnership enabled Pastrana to successfully execute the film's next-level stunts, demonstrating the ADVAN line's capabilities under extreme driving conditions and reinforcing Yokohama’s association with premier motorsport entertainment.

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American electric vehicle manufacturer Rivian has selected the Nokian Hakkapeliitta R5 SUV as the recommended winter tyre for its R1T and R1S models in North America. This partnership marks a first for Nokian Tyres in the region, where the Finnish company markets a full range of all-season, all-weather and winter product. The non-studded tyre is now available for direct purchase through Rivian Gear Shop and can be installed at the brand’s service centres.

Designed specifically for large, powerful vehicles, this latest-generation tyre addresses the particular demands of electric vehicles, including increased weight and instant torque. It incorporates features such as Aramid-reinforced sidewalls for added durability and puncture resistance, alongside a low-rolling-resistance compound to help preserve driving range. The tread utilises Arctic Grip Crystals to enhance grip on ice, and the Green Trace compound integrates recycled and renewable materials.

The Hakkapeliitta R5 SUV carries important safety and suitability certifications. It bears the Three-Peak Mountain Snowflake symbol and the Ice Grip Symbol, confirming its performance in severe winter conditions. Furthermore, it has received Nokian’s Electric Fit designation, indicating it was specially developed and tested for electric vehicles. Together, these elements provide Rivian owners with a winter tyre option engineered for optimised stability, load management and overall safety in cold weather.

Tyler Scott, Nokian Tyres Key Accounts Manager, said, “We are thrilled to partner with Rivian to offer our flagship non-studded winter tyre to drivers who demand the very best from their vehicles. Our groundbreaking tyre technology, rooted in our 90-year tradition of safety, will help Rivian drivers follow through on the company’s quest to Keep the World Adventurous, even in the toughest winter conditions."   

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The Maruti Suzuki Victoris was crowned Indian Car of the Year (ICOTY) 2026 and the TVS Apache RTX 300 secured the Indian Motorcycle of the Year (IMOTY) 2026 title. These prestigious honours were presented by Dr Raghupati Singhania, Chairman and Managing Director of JK Tyre & Industries, alongside the awards' chairmen, Pablo Chaterji of ICOTY and Kartik Ware of IMOTY, during a prominent ceremony in New Delhi. The event, a key date in the industry calendar, gathered leading automotive figures to celebrate these achievements.

Now in their 21st and 19th iterations, respectively, the JK Tyre-sponsored ICOTY and IMOTY awards remain the most credible benchmarks for automotive excellence in India. The ceremony also recognised vehicles in specialised categories, reflecting evolving market trends. The Volkswagen Golf GTI received the Premium Car Award 2026, while the Mahindra XEV 9e was honoured with the Green Car Award 2026 for its contributions to electric mobility.

These outcomes are determined by a rigorous evaluation process conducted by a 27-member jury of senior automotive journalists, whose collective experience spans over three centuries. Modelling global award standards, the jury assesses every shortlisted vehicle across a comprehensive set of criteria. This includes design, safety, performance, technology, value and suitability for Indian driving conditions. This meticulous and transparent methodology sustains the awards' authority and ensures they consistently celebrate the vehicles that truly advance the nation’s automotive landscape.

Dr Raghupati Singhania, Chairman & Managing Director, JK Tyre & Industries Limited, said, “The evolution of India’s automotive industry is gaining remarkable transition, as the focus shifts towards sustainable technologies, intelligent mobility and stronger engineering capabilities. ICOTY and IMOTY recognises the machines that carry this vision into reality. JK Tyre is honoured to stand with a platform that rewards forward-looking innovation. What we have seen this year signals an industry preparing thoughtfully and confidently for the mobility of tomorrow.”

Pablo Chaterji, Chairman, ICOTY, said, “There are many automotive awards in the country, and each has its undoubted merits. Ever since the ICOTY award was instituted, however, it has taken its place at the top of the podium, in no small part due to the support of JK Tyre. This is because the jury consists of the finest automotive journalists in the country, with a combined reviewing track record of over 300 years. The award process is thoroughly vetted by our knowledge partner, Deloitte, and is thus scrupulously fair and transparent. Every OEM is also clear that this award – and its associated awards, IMOTY, Premium Car and Green Car – is the one that matters most, and I think it would not be out of place to say that cars in India have become better in part because OEMs want to win ICOTY, and make every effort to manufacture vehicles that are worthy of that title.”

Kartik Ware, Chairman, IMOTY, said, “IMOTY 2026 has been as diverse and accomplished as possible, with a number of firsts, including the first-ever electric motorcycle in the finalists. To celebrate the best motorcycle from among a lineup of such fantastic machines is not an easy task, but the IMOTY jury is equal to it – a big thank you to each and every one of them, old and new. Of course, due credit must also be given to our partner in this spectacular journey, JK Tyre, for its constant and unwavering support. All of these attributes make IMOTY the 17-year-old institution it has become, and the most cherished two-wheeler award in India. Here's to many more!”

Hisashi Takeuchi, Managing Director & CEO, Maruti Suzuki India Limited, said, “We are honoured to receive the ‘Indian Car of the Year 2026’ award for VICTORIS. This SUV was designed to provide all possible features to today’s new-age customers. It brings together style, technology, safety and a host of smart innovations. With the strong customer pull and now the coveted ICOTY award, VICTORIS lives up to its promise of ‘Got It All’. We are grateful to the ICOTY jury for this prestigious recognition.”

Vimal Sumbly, Head Business – Premium, TVS Motor Company, said, “Being recognised with the JK Tyre’s Indian Motorcycle of the Year award 2026 (IMOTY). This honour reflects a performance legacy shaped by over 40 years of racing excellence and 35 years of rally experience, where every insight has been earned through real-world competition. As TVS Apache completes 20 years as a symbol of racing DNA, innovation and rider trust, the TVS Apache RTX represents our bold vision for the future creating and leading the Rally Touring Extreme segment. Designed, engineered and made in India for the world, TVS Apache RTX reinforces our belief that world-class motorcycles can originate in India and compete with the very best globally.”

Nitin Kohli, Brand Director, Volkswagen India, said, “Winning the Premium Car of the Year award for the Golf GTI is truly special. The GTI is an icon with a 50-year legacy, and seeing it resonate so strongly with Indian enthusiasts has been incredibly rewarding. What began as a limited allocation quickly turned into overwhelming demand, reaffirming that the Golf GTI is more than just a car; it’s a collector’s item and a symbol of pure driving passion. We thank the ICOTY jury for this recognition and our customers for believing in the GTI and its enduring legacy.”

Nalinikanth Gollagunta, CEO – Automotive Business, Mahindra & Mahindra Ltd. & Executive Director, Mahindra Electric Automobile Ltd., said, “We would like to thank the esteemed ICOTY 2026 jury for honouring the Mahindra XEV 9e with the Green Car of the Year award. This award validates the global benchmarks of design, engineering and manufacturing excellence that underpin Mahindra’s Electric Origin vision. More importantly, it reinforces the XEV 9e’s role in truly Unlimiting the electric vehicle adoption in India and by expanding what customers can expect from an EV in everyday life. We are deeply grateful to our customers for their trust and belief; your confidence continues to inspire us to deliver electric mobility that is aspirational, capable and uncompromising.”

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Titan International Inc. is embarking on an official partnership with NASCAR competitor Ross Chastain, who is also an eighth-generation watermelon farmer. This alliance extends far beyond traditional sponsorship, focusing instead on direct agricultural support. Titan is integrating its expertise into the daily operations of the Chastain family farm, where company specialists are collaborating alongside Melon 1 to address the distinct challenges of watermelon cultivation.

The farm’s diverse fleet, which includes everything from primary tractors to specialised sprayers and utility vehicles, requires a wide array of tyre specifications. Titan is supplying a comprehensive portfolio of products and tailored support for this entire equipment lineup, aiming to enhance operational efficiency and minimise potential downtime.

Chastain’s national profile uniquely bridges the worlds of high-speed racing and foundational farming. Leveraging his platform as NASCAR’s prominent ‘agriculture guy’, this partnership is designed to generate meaningful awareness for the broader farming community. The initiative underscores a shared mission to recognise the critical innovations and relentless effort of agricultural professionals who support global supply chains. Ultimately, it represents a functional fusion of motorsport visibility and tangible, on-farm problem-solving.

Chastain said, “I grew up farming watermelons with my family, and that will always be a part of who I am. What excites me about working with Titan is that they’re actually on the farm, looking at our equipment and helping us find real solutions. I trust Goodyear tyres on the track, and now I trust Titan and Goodyear Farm Tires on our farm. That’s what 'Ag to Asphalt' means to me.”

Scott Sloan, Global Ag/LSW Product Manager, Titan, said, “Watermelon farming has unique demands across a wide range of equipment. Our goal is to make each machine perform at its best. If Ross trusts Titan on his farm, that tells other farmers they can trust us too.”

Kim Boccardi, VP – Marketing, Titan, said, “For Titan, this partnership represents exactly what we stand for. We’re here to listen, to learn and to provide the service, support and expertise farmers want and need. Ross and his family welcomed us onto their farm, and together we’re showing the industry that if a machine needs tyres, whether it's tractors, trailers, ATVs or UTVs, we’ve got it handled.”

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