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

Comments (0)

ADD COMMENT

Link Copied!

The Tire Industry Project (TIP) has announced the selection of five research proposals under its inaugural Open Call for Projects (OCP), awarding nearly USD 2 million in total funding. This initiative, designed to advance the global scientific understanding of tyre wear emissions and their mitigation, also coincides with the launch of a second funding round focused on ecological impacts.

The first OCP, which concluded in late 2024, attracted 22 submissions over a four-month period. An evaluation committee composed of TIP experts and external technical assessors selected the five awardees based on stringent criteria, including scientific relevance, methodological feasibility, innovation and potential societal impact. Three of the chosen projects will advance research into the environmental pathways and presence of tyre wear particles. These are led by institutions including Germany’s Technical University Darmstadt, which will map pollution in roadside soils; France’s Gustave Eiffel University, investigating particles in sewer systems and the Helmholtz Centre for Environmental Research, developing a new high-throughput method for detecting particles.

The remaining two projects are focused on developing practical mitigation solutions. Washington State University will research using tyre char to treat stormwater runoff, while the non-profit Ocean Conservancy will evaluate the effectiveness of green infrastructure in urban areas to capture tyre wear pollution.

Concurrently, TIP has launched its 2025 Open Call for Projects, which will specifically address significant knowledge gaps concerning the potential ecological impacts of tyre wear emissions, including chemicals and leachates. This new focus is informed by TIP’s recent State of Knowledge paper series, which highlighted inconsistencies in the current scientific understanding. To support prospective applicants, TIP will host introductory webinars on 23 September 2025. The final deadline for proposal submissions to this global collaborative initiative is 15 January 2026.

Larisa Kryachkova, Executive Director, TIP, said, “The topic of tyre wear emissions is extremely complex – one that requires deep, evidence-based investigation and cross-stakeholder collaboration. Recognising this, we decided to complement our own research and mitigation initiatives by launching the Open Call for Projects, inviting stakeholders across the world to join us in the quest to uncover this multi-dimensional subject. The initiative reflects our long-term commitment to building a collaborative research ecosystem through public platforms. The OCP takes us one step forward in harnessing the collective brainpower of the scientific community and we look forward to evolving this further in the coming years.”

Dr John Bucher, part of TIP’s Assurance Group and a member of the OCP evaluation committee, said, “Sound science and robust evidence are essential to assessing the environmental challenges we face and to identifying the most effective solutions. Initiatives such as the OCP can act as a tremendous catalyst in this regard, opening a new world of possibilities. We are pleased with the diversity and quality of submissions received, which reaffirms the strong interest in this topic and the desire to engage in collaborative solutions.”

Comments (0)

ADD COMMENT

Link Copied!

Bridgestone Americas has introduced the new Alenza Prestige, a premium highway tyre designed for crossover utility vehicles (CUVs), sport utility vehicles (SUVs) and light trucks. This latest model integrates the company’s next-generation ENLITEN Technology to deliver a combination of luxury, performance and durability. A key feature is its extended limited mileage warranty, which offers coverage for up to 70,000 miles (approximately 112,654 km).

The tyre is engineered to provide a quiet and comfortable driving experience. This is achieved through QuietTrack Technology, an innovation designed to minimise tread pattern noise, and a wide centre rib that contributes to both a whisper-quiet ride and responsive handling. The use of advanced structural components and specialised compounds, including PeakLife Polymer, ensures the Alenza Prestige offers superior, long-lasting performance and an enhanced ride quality over its predecessor.

Significant improvements have been made in wet-weather safety. Testing demonstrates that the new Alenza Prestige stops six feet shorter than the Continental TrueContact Tour and eight feet shorter than the previous Bridgestone Alenza AS Ultra, representing a four percent and six percent advantage in wet stopping distance, respectively. This enhanced braking performance is intended to give drivers greater confidence and control during rainy conditions.

Available for purchase in 47 sizes to fit wheel diameters from 16 to 22 inches, the tyre accommodates a wide range of popular vehicles, including models from Acura, Audi, BMW, GMC, Lexus and Mercedes-Benz. The development of the Alenza Prestige also reflects Bridgestone’s broader E8 Commitment, specifically supporting the company’s values of Ecology, Extension and Ease.

Dale Harrigle Chief Engineer, Tyre Development, Bridgestone Americas, said, “The all-new Alenza Prestige premium highway tyre is for drivers who want a long-lasting, elegant and comfortable ride without compromising on consistent wet-weather performance. We designed it with rolling resistance technology for impressive fuel efficiency and a remarkable balance of performance and sustainability elements that match the qualities of premium CUVs, SUVs and trucks.”

Comments (0)

ADD COMMENT

Link Copied!

Apollo Tyres Ltd has announced a comprehensive price reduction across its entire product portfolio, effective from 22 September 2025. This strategic decision is a direct response to and aligned with the recent fiscal reforms enacted by the GST Council, which approved a substantial reduction in the Goods and Services Tax (GST) rates for the tyre industry.

The revised tax structure slashes the levy on new pneumatic tyres from a previous rate of 28 percent down to 18 percent. In a more pronounced reduction aimed at supporting the agricultural community, the GST on tractor tyres and tubes has been lowered to just five percent. The company has emphasised its commitment to ensuring that the full benefit of these tax cuts is passed through directly to the end consumer, reflecting a customer-centric approach to the policy change.

Apollo Tyres' subsequent price adjustment will be applied universally across all its product lines. This includes tyres for passenger cars, commercial vehicles, two-wheelers and off-highway and agricultural vehicles. The broad-based price cut is anticipated to have a widespread positive impact on vehicle ownership and operational expenses. To guarantee a smooth and uniform transition to the new pricing model across the country, Apollo Tyres has already initiated a coordinated effort with its extensive network of distributors and retail partners, ensuring the revised prices are effectively communicated and implemented at all points of sale.

Rajesh Dahiya, Vice President – Commercial (India, SAARC and Southeast Asia), Apollo Tyres Ltd, said, “We welcome the GST Council’s progressive decision, which will bring tangible benefits to both the industry and end-users. In keeping with our commitment to transparency and customer value, we are transferring 100 percent of the tax benefits to our consumers.”

Comments (0)

ADD COMMENT

Link Copied!

Fuelled by robust domestic vehicle production, aftermarket demand and a surge in automotive exports, India's tyre industry is poised for transformative growth. A joint vision from the Automotive Tyre Manufacturers’ Association (ATMA) and PwC India projects that by 2047, production volumes could quadruple, while revenue is expected to multiply 12-fold to an estimated INR 13 trillion. This exponential financial expansion will be driven by a shift in the industry's revenue mix towards more premium products, rising raw material costs, a growing export share, the transition to electric vehicles and the emergence of servitisation models.

To achieve this ambitious vision, a strategic framework termed CHARGE has been proposed. This approach focuses on six critical levers: enhancing Customer relevance, upholding high-quality standards, fostering adaptability, building resilience through resource efficiency, driving growth via innovation and empowering strategic alliances. The framework is designed to help tyre manufacturers become more agile, customer-centric and technologically advanced to improve operational efficiency and global competitiveness.

Domestic growth will be primarily driven by strong original equipment and replacement markets. Rising incomes are boosting passenger and two-wheeler sales, while significant infrastructure investment is increasing commercial vehicle demand, in turn supporting aftermarket tyre sales. However, challenges such as domestic natural rubber availability and new mobility technologies could impact growth.

Concurrently, tyre exports are positioned for substantial expansion. Key strategies to accelerate international growth include innovation for specific use cases, securing new free trade agreements and enhancing cost competitiveness and brand perception. Nevertheless, exporters must navigate obstacles like volatile regulations and non-tariff barriers.

A significant trend will be the rise of servitisation, where fleet operators increasingly adopt professional tyre management services. Demand for these solutions, including tyre health monitoring and advisory services, will be driven by a focus on operational efficiency and customer requirements. For this market to reach its full potential, tyre companies must develop scalable, economically viable models while addressing data security and regulatory concerns.

Kavan Mukhtyar, Partner and Leader – Automotive, PwC India, said, "India’s journey towards Viksit Bharat 2047 presents a huge opportunity for the tyre industry, not only to meet the aspirations of its domestic customer base but also to exponentially scale up tyre exports, especially in the commercial vehicle and passenger vehicle segments across key markets like US and EU. Emerging consumer trends and mobility shifts, a dynamic global business environment and sustainability imperatives present a unique opportunity for the Indian tyre industry to transform itself and drive sustainable growth through 2047. Innovating at speed for global markets through advanced material engineering, finding sustainable alternatives for natural rubber and addressing sustainability imperatives throughout the value chain will be key to unlocking growth potential for the industry. Additionally, brand strengthening in export markets and investing in digital technologies across the value chain will be essential to drive productivity and a sustained global competitive advantage.”

Arun Mammen, Chairman, Automotive Tyre Manufacturers’ Association (ATMA), said, "The Indian tyre industry stands at the cusp of a transformational journey, driven by rapid economic growth, evolving mobility trends and an expanding global footprint. The findings of the ATMA-PwC report underscore the industry’s immense growth potential, with revenue projected to grow 12-fold by 2047. This growth will be fuelled by a shift towards premiumisation, sustainability-led innovation and a strong focus on technology and exports. As we move towards ‘Viksit Bharat 2047’, the tyre industry is poised to play a pivotal role in enabling India’s automotive ambitions to build a resilient and future-ready sector."

Sanjay Dawar, Partner and Leader – One Consulting, PwC India, said, “The Indian tyre industry is at an inflection point, with the potential to create significant economic value and strengthen India’s global competitiveness. Achieving this 12-fold revenue growth will require a holistic approach – one that brings together innovation, sustainability, digital transformation and strong partnerships across the ecosystem. At PwC, we are committed to working alongside industry stakeholders to co-create strategies that can accelerate momentum, build resilience and help realise the Viksit Bharat 2047 vision."

Comments (0)

ADD COMMENT

Link Copied!