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 strategic partnership between Bridgestone and Kirkby Tyres is set to transform the availability and delivery of agricultural tyres throughout the UK. Kirkby Tyres, a celebrated wholesaler with over six decades in the industry, will now stock the entire Bridgestone and Firestone agricultural portfolio. This includes the acclaimed VT-TRACTOR, known for its soil-protective high flexion construction, the durable VX-TRACTOR, the newer VH-IND and VX-R TRACTOR models and the full Firestone line. The VX-R TRACTOR, for instance, is recognised for its stable performance across varying ground conditions and operator comfort.

The alliance prioritises the needs of end-users, including farmers, dealers and contractors, leveraging Kirkby Tyres’ formidable logistics and customer-centric philosophy. Operating from a substantial central facility in Liverpool, which features extensive covered warehousing, the company guarantees nationwide next-day delivery without mandating a minimum order. This capability ensures faster access and consistent year-round supply for customers.

Kirkby Tyres brings a distinguished reputation to this collaboration, having recently been named the UK's top tyre wholesaler by the National Tyre Distributors Association. Their proven expertise and reliable distribution network are central to this enhanced route to market, aiming to deliver products precisely where and when they are required.

David Almazan, Head of UK Region & Commercial Business Unit Director at Bridgestone, said, “This partnership is about putting farmers, our dealer network and contractors first. By working closely with Kirkby Tyres, we can ensure a more efficient access to our Bridgestone Agriculture products, backed by genuine expertise. Kirkby Tyres understands the realities of modern agriculture, and together we are perfectly positioned to support customers with premium tyre products that deliver performance, durability and confidence.”

Michael Rosenthal, Commercial Director, Kirkby Tyres, said, “Partnering with Bridgestone allows us to offer customers access to a historic premium brand and a complete agricultural tyre portfolio. By combining Bridgestone’s high-performance Agriculture tyres with our distribution expertise, we can help farmers reduce downtime and keep machines working when it matters most.”

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Ozzy Tyres has launched a new MONSTA all-terrain tyre, engineered to align with the actual driving patterns of modern Australians. As the nation's utility vehicle market expands, with models like the Ford Ranger dominating sales, a clear trend has emerged: most 4x4 owners primarily use their vehicles on sealed roads for daily commuting and family transport, venturing off-road only occasionally. Founder and Director Hussein Chahine identified this shift, noting a significant market gap for a tyre that delivers the rugged, aggressive aesthetic and off-road assurance drivers desire, but without the traditional compromises.

Conventional all-terrain tyres, optimised for extreme off-road conditions with large tread blocks, often generate excessive road noise, vibration and a harsh, stiff ride on pavement. Ozzy Tyres addressed this by rethinking the design from the ground up. After six months of dedicated research and development, the new MONSTA tyre features a pattern with narrower gaps and smooth, curved tread lines. This design maintains crucial off-road traction and durability while ensuring a quiet and stable on-road performance. Furthermore, engineered sidewalls provide greater compliance than typical all-terrain tyres, enhancing ride comfort and reducing strain on vehicle suspension.

This product underscores MONSTA’s unique position as the only Australian-owned tyre brand in the market, a status that enables a direct, customer-led approach to manufacturing. The company’s vertically integrated model allows it to respond swiftly to local driving trends and feedback, rather than relying on imported products designed for different conditions. Manufacturing has now commenced, beginning with 10 sizes and plans for more as demand grows. The brand’s organic international expansion into markets like Japan and New Zealand continues, but the new MONSTA tyre is distinctly born from an understanding of Australian habits.

Ultimately, the tyre is built for the reality of Australian lifestyles. It provides the confident, aggressive look and sidewall strength that 4x4 drivers want, coupled with the daily comfort of a smooth and quiet ride. Chahine emphasises that by designing and developing their own products, Ozzy Tyres maintains full control over quality and performance, ensuring the tyre resonates with drivers who no longer need to sacrifice on-road comfort for off-road capability.

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Yokohama Tire Corporation, a subsidiary of The Yokohama Rubber Co., Ltd., has become a supporting sponsor for the new American Off-Road Racing Championship (AORC), which launches in 2026 as North America’s top desert racing series. The company will also equip competitors with its GEOLANDAR brand tyres for SUVs and pickup trucks.

The championship is a collaboration between Unlimited Off-Road Racing and the Best in the Desert Racing Association, consolidating several premier events, including the historic Best in the Desert series and the Mint 400. This five-race points championship will traverse demanding US desert courses, commencing with the Parker 400 in Arizona. As a sponsor, Yokohama Tire Corporation will deliver marketing and motorsport support throughout the series.

The provided tyres will include racing specifications derived from the GEOLANDAR M/T G003 mud-terrain model and overseas-market GEOLANDAR SD off-road racing tyres. Building on the proven track record of GEOLANDAR tyres in events now forming the AORC, TEAM YOKOHAMA is focused on securing series championships.

AORC Schedule

14–18 January: Parker 400 (Arizona)
4–8 March: Mint 400 (Nevada)
22–26 April: Silver State 300 (Nevada)
23–26 July: Vegas to Reno Legends Rally (Nevada) *Not included in AORC series points
13–16 August: Vegas To Reno (Nevada)
15–19 October: Laughlin Desert Classic (Nevada)

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Emerging as a direct answer to the mining industry's most persistent durability challenge, Triangle Tyre has comprehensively launched its groundbreaking giant OTR tyre bonding protection solution: EnsureX Efficient Technology. This innovation is specifically engineered for the world's most punishing environments, such as the Deo Nai coal mine in Vietnam's Quang Ninh province. There, extreme heat, prolonged humidity and rugged lignite terrain traditionally cause severe tyre ageing and delamination, leading to high failure rates and operational risk.

The core of EnsureX is a material science breakthrough that solves the critical problem of adhesion failure between rubber polymers and steel cords under heavy load and complex conditions. It centres on an ultra-high-performance cobalt-free bonding system paired with a gradient adhesion-layer distribution. This combination delivers transformative performance through three key pillars: exceptional fatigue resistance to handle constant deformation, enhanced ageing resistance that boosts adhesion strength by over 40 percent and long-lasting corrosion protection suited for harsh climates.

Already proven in rigorous field testing, the technology has been applied to 49-inch and 57-inch tyre series with remarkable results. It acts as a resilient mechanical anchor within the tyre's structure, deeply securing each steel cord to create a far more integrated and robust assembly. This engineering advancement reduces delamination failures by more than 95 percent and extends overall tyre service life by over 15 percent, directly addressing the costly cycle of premature scrapping.

The successful deployment of EnsureX Efficient Technology marks a significant leap forward in OTR tyre capability. By providing a stronger, more durable and stable solution, it not only elevates safety and efficiency for mining operations but also solidifies a new standard of performance through independent innovation in high-end tyre manufacturing.

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