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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MICHELIN Connected Fleet has introduced an artificial intelligence (AI) assistant directly within its MyConnectedFleet web platform, designed to enhance operational efficiency for fleet managers. The new tool delivers immediate, data-driven responses to user queries, significantly reducing the time traditionally spent on manual research and data compilation. By integrating seamlessly into the existing portal, the assistant provides a streamlined approach to managing complex fleet information.

The AI system transforms raw fleet usage data into actionable insights, enabling managers to make quicker, more informed decisions. It supports a wide range of practical requests, from generating reports on driver fuel efficiency and identifying trucks requiring tyre maintenance to checking vehicle availability and calculating monthly fuel costs. The assistant is built as a closed, secure system to ensure the confidentiality of all fleet data, addressing key concerns about information security.

Functioning as a comprehensive partner for managers of heavy goods vehicles, passenger transport and light commercial vehicles, the tool offers real-time analysis of fuel consumption, driver behaviour and journey metrics. It provides immediate answers for both simple safety and cost-related questions and more complex analytical tasks, presenting findings in text or visual formats. Future updates to the solution will be guided by direct customer feedback, ensuring its continuous evolution.

The MICHELIN AI Assistant is currently available to customers across 10 countries, including United Kingdom, United States and several European nations. It leverages over a century of mobility expertise and three decades of data science experience, responding to the belief of most fleet managers that AI will transform their sector. The assistant can also be paired with other technologies, such as onboard cameras and tyre inspection systems, to form a cohesive, practical solution for modern fleet operations.

Sophie Foucque, CEO, MICHELIN Connected Fleet, Europe, Africa and Australia, said, “The AI Assistant is the natural evolution of our DNA, which is built around supporting our customers. Co-developed with some of our largest customers, it offers a more intuitive way to interact with vehicle usage data while removing the need to generate multiple reports. Augmented fleet managers can therefore focus fully on the performance of their operations.”

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Continental Tires Americas has introduced Sensor Ready commercial tyres, designed to streamline digital monitoring for fleets of all sizes. Leveraging over a decade of expertise and more than 121,000 connected wheel positions in the Americas, the company continues expanding its data-driven portfolio. The initial rollout features the Conti Coach HA3 product line, underscoring the manufacturer's commitment to digital-first solutions.

A defining characteristic is the integration of a dedicated sensor pocket directly into the tyre during curing, eliminating aftermarket gluing that previously took up to 14 minutes per installation. The pocket securely holds Continental's proprietary sensor, a key ContiConnect ecosystem component that transmits critical metrics like pressure, temperature and mileage. A clear Sensor Ready logo on the sidewall provides immediate visual confirmation of compatibility for fleets, dealers and retreaders.

The new system significantly reduces installation time and labour requirements at maintenance facilities and retread shops while ensuring consistent, reliable sensor placement. Fleets can choose tyres with sensors pre-installed from the factory or opt for quick, tool-free installation later. The Sensor Ready logo facilitates swift decision-making across the tyre's lifecycle, and the integrated pocket remains intact during retreading, allowing efficient sensor reinstallation without compromising casing performance.

Digital monitoring delivers measurable business impact, including reduced fuel consumption, extended tyre life and fewer roadside incidents. For smaller operations, Continental offers ContiConnect Lite, a mobile application providing a plug-and-play monitoring solution. This advancement reinforces Continental's vision of a connected, intelligent tyre ecosystem that enhances safety, sustainability and cost management.

Renato Sarzano, Head of Truck Tires Americas, Continental, said, “Digital tyre monitoring is becoming essential for improving fleet safety, efficiency and sustainability. With Sensor Ready tyres, we are offering one of the most advanced and user-friendly solutions on the market – reducing installation time, improving reliability and making it easier than ever for fleets to adopt connected tyre technologies.”

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Scandinavian Enviro Systems AB (publ) has secured a three-month extension of its ongoing company reorganisation, as approved by the Gothenburg District Court on 30 June 2026. The revised deadline now extends to 27 August 2026, with Johan Sölveland of Ackordscentralen continuing as the appointed reorganisation administrator. The initial reorganisation proceedings commenced on 27 February 2026.

The extension is strategically designed to facilitate the finalisation of critical long-term financing negotiations and the completion of a formal reorganisation plan. Enviro’s internal timeline projects that the plan will be ready for presentation in August 2026, concurrently with a comprehensive financing package to support its implementation. A key component of the proposal will involve a debt write-down, with non-priority creditors preliminarily offered a minimum 25 percent settlement, payable three months post-plan ratification, though this figure remains subject to revision.

The company maintains that the progress achieved during the initial phase has laid a solid foundation for a successful restructuring. Enviro’s preliminary assessment indicates that the current trajectory supports the ultimate goal of establishing a sustainable, long-term capital framework, with the reorganisation plan proceeding according to schedule.

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International environmental company Genan has entered into a definitive agreement to acquire ESTATO Umweltservice's mechanical tyre recycling facility in Weiden, southeastern Germany, from the ATU Group, a major domestic chain for automotive service and repair. The transaction includes a concurrent long-term cooperation pact designed to secure a consistent supply of end-of-life tyres for the plant, which currently processes approximately 45,000 tonnes of such material each year.

This acquisition marks a significant expansion for Genan, which already operates six recycling facilities across Denmark, Germany, Portugal and United States. The company’s existing operations collectively yield an annual production capacity exceeding 400,000 tonnes of processed tyres, establishing it as a substantial player in the international recycling sector.

The strategic move aligns with Genan’s broader growth objectives, particularly its focus on markets offering the most promising long-term prospects. By integrating the Weiden site, the company aims to bolster its footprint in Germany while gaining access to attractive markets in Central and Eastern Europe. A key element of the deal is the partnership with ATU, which guarantees a steady inflow of used tyres collected from the group’s workshops in Weiden and Werl that are unsuitable for direct reuse.

Poul Steen Rasmussen, Genan’s Group CEO, outlined an ambitious investment plan for the Weiden factory, committing a double-digit million-euro sum for a comprehensive upgrade over the coming year. The intention is to construct a technologically advanced production line on the existing premises, leveraging the company’s expertise in industrialising recycling processes. This approach mirrors a previous successful transformation in Portugal, where capacity, efficiency and environmental performance were significantly enhanced.

For ATU, the agreement ensures the professional, long-term processing of the vast quantities of used tyres generated by its workshops. The CEO of ATU Group expressed confidence that the partnership with Genan provides an excellent future for the Weiden site and its employees, combining industrial scale with a clear dedication to sustainable recycling. Both parties view the collaboration as a vital contribution to the circular economy, transforming waste into valuable raw materials.

The acquisition is also seen as a bellwether for the European recycling industry, signalling a phase of consolidation and heightened focus on circularity. Genan’s leadership noted that increasing political emphasis on waste management will drive demand for high-quality recycled materials, a need that requires significant investment in production technology. The group’s operations, which recycle rubber, steel and textile fibres for use in flooring, asphalt and industrial goods, are positioned to capitalise on this growth trajectory. The agreement is currently pending regulatory approval and is anticipated to be finalised shortly.

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