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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A new industry initiative is highlighting the indispensable role of advanced conveyor belts, positioning them as a critical yet often overlooked technology underpinning the global economy. The German Rubber Industry Association (wdk), through its campaign ‘Rubber – We save the world!’, is emphasising the sophisticated engineering of these systems.

According to Volker Krings, Chief Chemist of the association in Frankfurt am Main, these belts function as a combined pathway and container, a duality made possible only through the complex integration of rubber, thermoplastics and plastics, reinforced with steel cables or textile fabrics. This core structure is supported by a system of rubber-coated rollers, drums and scrapers.

While the public most commonly encounters these systems at airport luggage carousels or supermarket checkouts, their most significant applications operate largely out of sight, pointed out Krings. They are the backbone of logistics in parcel sorting centres and are deployed on a massive scale in the mining and raw materials sectors. In these industries, extensive conveyor networks transport immense volumes of ore, coal and gravel over vast distances, both underground and on the surface. Their utility further extends to agriculture, food processing and automotive manufacturing.

The environmental and economic argument for these systems is compelling. Conveyor belts represent the most cost-effective method for moving large quantities of bulk goods. By assuming this burden, they significantly reduce the volume of heavy truck and rail traffic, leading to direct benefits for road infrastructure and the environment. The German production of these belts is a high-tech field, where ongoing optimisation of rubber compounds and belt architecture continues to drive down the energy consumption of the entire conveyor system.

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In recognition of its industry-leading water conservation efforts, Apollo Tyres’ Chennai facility has been honoured with the first prize in the National Water Awards (for 2024) within the Best Industry category. The President of India presented the award to the plant’s Head of Engineering, Mushtaq Mohammad Khan, at a formal ceremony.

The company attributes this success to its comprehensive 7R Strategy – encompassing Reduce, Reuse, Recycle, Replace, Rethink, Refuse and Regenerate – and the 3M Principles of Measure, Monitor and Manage. This framework facilitated a notable 38 percent decrease in Specific Fresh Water Consumption from the 2022 to 2026 financial years. The national award is viewed as a direct affirmation of the company's strategic commitment to sustainable water stewardship and its long-term vision for responsible manufacturing.

This achievement underscores the effectiveness of the company's environmental processes and the dedication of its teams. Apollo Tyres has expressed its intention to continue pursuing advanced sustainability initiatives to ensure future water security.

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In a significant strategic expansion, Point S, one of the world’s largest independent tyre and automotive service networks, has introduced its first proprietary line of truck tyres. The official launch occurred at the Solutrans exhibition in Lyon, representing a major advancement in the company's deep involvement with the commercial vehicle industry. Already a well-established force in the truck tyre markets of Europe and North America, Point S is leveraging its expertise to introduce the Point S Tyres Truck range. This initiative is seen as a disruptive move in the international sector, extending the group's reputation for quality and its independent ethos to a wider base of transport professionals.

The comprehensive range consists of eight key sizes, all certified with the Three-Peak Mountain Snowflake (3PMSF) symbol, guaranteeing reliable winter performance and year-round usability. Two notable products within the line are the Mixed Service tyre, designed for extreme conditions with optimised durability and stone penetration resistance, and the Regional Haul tyre, noted for its versatility, robustness and full 3PMSF certification across all sizes. Production for these tyres will be handled by a premium truck and bus radial manufacturer based in Poland and Turkey. A key logistical benefit for Point S members is the ability to combine orders from both production facilities into a single shipment, enhancing ordering flexibility and overall supply chain efficiency.

This new private label range is engineered to provide long-lasting value for independent retailers, featuring high-performance solutions that are both regroovable and retreadable. By moving into the truck tyre segment, Point S now offers its global network of members a complete portfolio that previously included only passenger and premium tyres. This empowers members to more effectively and competitively serve fleet operators and other clients with a compelling price-to-performance ratio.

Fabien Bouquet, CEO, Point S International, said, “This launch represents a key step in our journey to support our members and their customers with complete mobility solutions. Transport professionals need tyres that deliver performance, durability and value, which is exactly what this range delivers. It also marks an important milestone in our long-term strategy to strengthen our position in the commercial vehicle sector and to bring more innovation, choice and independence to the truck tyre market.”

Emilie Faure, International Private Labels Product Manager, said, “From the outset, our goal has always been to replicate the strategy and success of our Point S Tyres passenger car range by extending it to the commercial vehicle market with the launch of Point S Tyres Truck. To support this development, we involved selected Point S members and some of our small and medium-sized fleet clients from various countries to test the product. Initial feedback has been extremely positive, with testers particularly impressed with the range’s performing, as well as its quality and competitiveness in real-world operations.”

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According to Tyres Europe's sales data for the Q3 and the first three quarters of 2025, the overall tyre market has demonstrated general stability. Adam McCarthy, the organisation's Secretary General, reported that despite this, demand for Truck and Bus tyres has remained persistently weak. Cumulative figures for the year so far indicate that total tyre volumes are lower than those recorded during the same period in 2024.

Within the Consumer segment, third-quarter sales were stable, yet they reflect a slight decrease for the year to date. A notable trend is the shifting consumer preference away from summer tyres and towards all-season and winter products. The Truck and Bus segment experienced a continued decline, with the year's sales also down slightly, a situation attributed to regional economic softness and a rise in tyre imports. Meanwhile, the Agricultural tyre market saw stable volumes in the quarter, though they remain significantly below pre-pandemic levels.

The full Quarterly Update, prepared by Astutus Research, is available for download on the Tyres Europe website.

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