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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Bridgestone, alongside Kwik Fit, has announced a new two-year sponsorship deal with Camper Calling Festival covering 2026 and 2027. The partnership, which kicks off over the August Bank Holiday weekend, positions the tyre manufacturer as the Official Tyre Partner and the sponsor of the Lakeside Stage at the Warwickshire event.

Held at Ragley Hall from 28 to 30 August, the festival draws around 25,000 annual attendees, including campers, music fans and families. This collaboration provides a direct channel for Bridgestone and Kwik Fit to connect with that adventure-seeking audience in a relaxed, outdoor environment.

The timing aligns with the UK summer introduction of Bridgestone’s new Duravis Camper Van tyre. Engineered for the growing campervan segment, the premium tyre emphasises durability, safety and driving confidence. The festival setting offers an authentic lifestyle backdrop to showcase the product and strengthen Bridgestone’s reputation among British campervan users.

Drew Chapman, Consumer Sales Director, Bridgestone UK, said, “We’re delighted to announce that Bridgestone, in partnership with Kwik Fit, is joining the Camper Calling family as sponsor of the festival and the Lakeside Stage. The Lakeside Stage is one of the standout parts of Camper Calling, giving festivalgoers the chance to enjoy great live music in a brilliant setting. With our support, it’s set to be a real highlight of the weekend. This partnership reflects our shared ambition to help people enjoy every journey with confidence, focusing on what really matters to drivers – safety, reliability and peace of mind. It also gives us a strong platform to support the launch of the first ever Bridgestone Duravis Camper Van tyre.”

Andy Lane, Director of Marketing, Kwik Fit, said, “Camper Calling is a strong fit for Kwik Fit, giving us the chance to connect with campers, families and festivalgoers during one of the busiest travel weekends of the summer. Our partnership with Bridgestone brings together two trusted brands with a shared focus on helping drivers stay safe, prepared and ready for every journey. It also gives us a strong opportunity to show how Kwik Fit supports customers with practical, dependable service when it matters most. We’re looking forward to bringing the partnership to life at Ragley Hall and showing how Kwik Fit can help keep people moving with confidence, whether they’re setting off for the festival or heading home again afterwards.”

David Arthur, Managing Director of Camper Calling, said, “We’re delighted to welcome Bridgestone and Kwik Fit as official partners of Camper Calling. Both brands are synonymous with quality, reliability and helping people enjoy the journey, which makes them a natural fit for our festival campers.”

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TyreSafe has issued a fresh warning to families during Child Safety Week, emphasising that protecting children on the road requires attention beyond just child car seats. The road safety charity urges parents and carers to consider the entire vehicle’s condition before every journey, particularly the tyres, which are critical for braking, grip and overall control.

The organisation stresses that while correctly fitted child restraints offer vital protection during a collision, vehicle safety begins before a crash ever occurs. Worn, damaged or underinflated tyres can significantly increase stopping distances and compromise a vehicle’s ability to respond in an emergency, undermining the protection that child seats are designed to provide.

This guidance aligns with the government’s new Road Safety Strategy, which aims to reduce road deaths and serious injuries by 65 percent overall and by 70 percent for children under 16 by 2035. TyreSafe notes that achieving these targets depends on a Safe System approach, where multiple layers of safety work together. Recent data from Good Egg Safety CIC community checks reinforces this point, revealing that approximately two thirds of inspected child restraints are incorrectly fitted or unsuitable due to issues such as slack seat belts, loose bases, misrouted belts or improperly adjusted support legs and carry handles.

To help families act, TyreSafe promotes its simple ACT checklist. Air pressure should be checked regularly against the vehicle manufacturer’s recommended levels. Condition must be inspected for cuts, bulges, cracks or embedded objects. Tread depth must meet the legal minimum of 1.6 mm with no uneven wear. These checks are especially important given that children must use an appropriate car seat until age 12 or until they reach 135 centimetres in height.

As part of Child Safety Week, TyreSafe is supporting local initiatives across UK, including free child car seat checking events in West Yorkshire delivered with West Yorkshire Vision Zero and Good Egg Safety CIC. Selected sessions will also offer free tyre safety checks and practical advice. TyreSafe encourages families to attend such events and remember that every part of the journey matters when it comes to protecting children on the road.

Stuart Lovatt, Chair of TyreSafe, said, “A correctly fitted child seat offers vital protection, but it is only one part of the safety picture. Tyres are the only contact between the vehicle and the road and have a direct impact on braking, grip and control. If tyres are not properly maintained, stopping distances increase and vehicle performance can be affected – particularly in emergency situations or poor weather conditions. Keeping children safe means looking at the whole journey and the whole vehicle. Simple checks can make a significant difference.”

Janis James MBE, Chief Executive of Good Egg Safety CIC, said, “Parents and carers go to extraordinary lengths to protect the children they love, yet our national data consistently shows that around two thirds of child car seats are being used incorrectly – often by caring families who simply don’t realise something is wrong. The encouraging news is that many of the issues we identify can usually be corrected quickly with the support of our highly experienced and accredited Safety Advisors, potentially making a life-saving difference in the event of a collision. By working alongside TyreSafe at selected events, we are supporting the wider Safe System approach – helping families stay safer both inside and outside the vehicle.”

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Goodyear highlighted progress at its Amiens tyre plant modernisation during a visit by French President Emmanuel Macron. The facility, which first opened in 1958, is undergoing a major transformation launched in 2022 and supported by the French government’s France 2030 programme. This investment aims to strengthen the site’s long-term competitiveness and future readiness.

Nearly 800 employees work at the Amiens plant, producing consumer tyres for global original equipment and replacement markets. Beyond technology, the overhaul emphasises workforce development through expanded training, upskilling programmes and active recruitment for roles ranging from operators to engineers. These efforts are designed to align the site’s evolution with new technologies while preparing a skilled workforce for the future.

Mark Stewart, Chief Executive Officer and President, The Goodyear Tire & Rubber Company, said, “We’re proud to welcome President Macron to Amiens and show the progress our team has made. Over the past several years, we’ve reshaped this plant – bringing in more advanced technologies, increasing automation and digital solutions to shift its production towards premium, higher-value tyres. This modernisation is about our people and the future of the Amiens facility. Together with the French government, we’ve strengthened this site and built on Goodyear’s longstanding presence in France, reinforcing our commitment to manufacturing and jobs here.”

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The Tire and Rubber Association of Canada (TRAC) has recognised outstanding individuals and organisations for their leadership and contributions to the tyre and rubber industry, including end-of-life tyre management and broader sustainability efforts. The awards were presented on 4 June 2026, following the association’s annual general meeting at the Alt Hotel Toronto Airport in Mississauga.

The 2026 Industry Leadership Awards honoured achievements in three categories: Lifetime Achievement, Sustainability and Young Leader. The ceremony highlighted a range of innovations, from circular economy advancements to operational excellence and community-focused initiatives.

Receiving the Lifetime Achievement Award was Emmie Leung of Emterra Group. Over five decades, she grew a single-person start-up into one of Canada’s largest integrated resource management companies. In 2005, she founded Emterra Tire Recycling, which became a leading supplier of crumb rubber and recycled tyre materials, significantly advancing responsible tyre management nationwide. Beyond business growth, she introduced a formal diversity, equity and inclusion strategy and the Community Care programme, supporting charitable partnerships and environmental awareness.

In the Sustainability category, TRAC recognised three recipients. Dr Marcela Castano of Bridgestone led the implementation of ISCC Plus certification across 15 manufacturing facilities, integrating certified mass balance into operations and strengthening market confidence in sustainable materials. Reliable Tire Recycling was honoured for transforming end-of-life tyres into valuable products through proprietary machinery and research partnerships with the University of Manitoba, focusing on energy efficiency and waste reduction. Muhammad Shah of eTracks Tire Management Systems was recognised for his collaborative, solutions-focused work supporting service providers and ensuring responsible recovery streams across Ontario.

The Young Leader award went to three professionals. Paul-André Gaudreault, plant manager at AirBoss of America, oversees complex rubber production processes and has strengthened operational consistency since joining the company in 2013. Paresh Kulkarni of Kal Tire manages Canada’s only commercial rubber devulcanisation line, helping scale operations across North America, Latin America and Europe. Tyler Scott of Nokian Tyres has built a 26-year career spanning sales, technical service and training, managing national accounts and securing early EV OEM fitments while earning an MBA.

All recipients demonstrated measurable impact in advancing circular economy principles, operational innovation or industry leadership. Their work continues to strengthen environmental outcomes and economic resilience within Canada’s tyre and rubber sector.

The annual awards underscore TRAC’s commitment to celebrating leadership that drives sustainable change. The association noted that the honourees reflect the growing importance of cross-sector collaboration in building a more circular tyre industry.

Carol Hochu, President and CEO, Tire and Rubber Association of Canada, said, “This year’s award recipients represent the strength and diversity of our industry. Across different roles and areas of expertise, they have demonstrated leadership, innovation and a strong commitment to advancing the sector. Their contributions are helping address complex challenges and support the long-term sustainability of our industry. Recipients are recognised across three categories: Lifetime Achievement, Sustainability and Young Leader.”

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