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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Nexen Tire reported record first-quarter revenue and higher profitability, supported by stronger sales in Europe and North America and a shift towards higher-value products.

The company said revenue rose to KRW 838.3 billion in the three months to March, while operating profit reached KRW 54.2 billion. The increase came despite a “hostile business environment” marked by slowing global demand and geopolitical risks.

Sales were driven by solid performance in key markets, notably Europe and North America. A recent plant expansion in Europe improved production stability, enabling higher volumes from existing customers and new client wins.

Original equipment (OE) sales remained stable, supported by a diversified product portfolio, even as global automotive demand weakened.

Profitability improved on the back of a more favourable product mix and cost controls. The share of high-value products — including premium OE tyres and those for sport utility vehicles and electric vehicles — continued to rise. High-inch tyres, defined as 18 inches and above, accounted for 40 percent of total sales.

The company also said efforts to offset higher raw material and ocean freight costs contributed to margin gains.

Alongside its results, Nexen outlined measures to strengthen its global position, including expanding region-specific product offerings. In South Korea, it launched the high-performance N’FERA Sport and the all-weather N’BLUE 4SEASON 2, following earlier introductions in Europe and the US.

In Latin America and the Asia-Pacific region, Nexen introduced the N’BLUE S summer tyre and pursued partnerships with local distributors to bolster retail competitiveness.

With external uncertainties expected to persist into the second quarter, the company said it would accelerate diversification of its global sales structure while maintaining growth in strategic markets such as Australia and Japan.

Nexen also plans to expand regional distribution centres and advance its AI-based virtual development process using a high dynamic driving simulator introduced last year.

A Nexen Tire official said: “We achieved solid results despite the uncertain business environment. We will continue to respond proactively to market changes while strengthening product competitiveness and operational efficiency to sustain quality growth.”

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Hankook Tyre UK has confirmed it will continue as a key partner for the 2026 London to Brighton Electric Vehicle Rally, building on the success of the 2025 event. The premium tyre manufacturer reaffirmed its dedication to innovation, sustainability and the future of electric mobility. Scheduled for 20 June 2026, the rally will again bring together industry leaders, electric vehicle enthusiasts and the public for a major celebration of electric transport.

The event will commence in Westminster, with an electric vehicle convoy travelling through central London before finishing along Brighton’s seafront. More than 100 vehicles will take part, with drivers challenged to complete the route using minimal energy. This format highlights the critical importance of efficiency in advancing sustainable mobility. Upon arrival in Brighton, up to 35,000 spectators are expected to welcome participants at the seafront e-village.

Hankook will showcase its iON range, the world’s first complete tyre lineup developed specifically for electric vehicles. The company will also serve as the official sponsor of the awards ceremony, a highly anticipated after-party at the Malmaison, bringing together industry figures and participants for an evening celebrating energy efficiency and EV innovation. The event programme includes an electric stunt show, live music, interactive experiences and test drive opportunities.

Hankook’s iON range includes the iON evo for summer, the iON i*cept for winter, the all-weather iON FlexClimate and the iON GT for compact EVs, all available for SUVs. These tyres feature reduced rolling resistance, low noise levels and high load‑bearing capacity to handle instant torque and increased vehicle weight, thereby extending driving range and comfort. As the exclusive tyre supplier to the ABB FIA Formula E World Championship, Hankook will also display a Formula E car and its racing tyre at its stand.

Harrison Hughes, Director of the London to Brighton EV Rally, said, “We’re delighted to welcome Hankook Tyre UK back as a key partner of the London to Brighton Electric Vehicle Rally. Their continued support plays an important role in helping us deliver and grow the event year on year, and we’re especially pleased to have them sponsoring the evening awards, which are a real highlight of the event.”

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Goodyear has reinforced its position as an all‑season tyre pioneer on the eve of the 50th anniversary of the world’s first all‑season tyre. The company introduced the Vector All Season 4, an engineering milestone shaped by decades of expertise and an award‑winning portfolio. With a new high‑contrast sidewall design and rim diameter coverage now reaching 23 inches, the tyre unlocks premium year‑round capability for vehicle segments that previously lacked any all‑season solution.

The Vector All Season 4 delivers optimised performance on dry roads, in rain and on light snow, carrying the European Three‑Peak Mountain Snowflake certification. Developed with Goodyear’s latest technologies and dedicated materials, the tyre balances capabilities without compromising any single performance area, allowing it to adapt to changing temperatures, road conditions and driving styles.

Independent testing by TÜV SÜD, commissioned by Goodyear, confirmed the tyre as a well‑rounded product with consistently strong performance across all evaluated criteria, while AutoBild awarded it an ‘Exemplary’ rating. The tyre’s WeatherReady Technology, combining Dry Contact Plus, a 3D Blade Sipe System and a new compound formula, supports confident grip, effortless dry and wet control, improved tread wear and reduced rolling resistance – making it well suited for electric vehicles.

Designed for today’s heavier, more powerful and increasingly electrified vehicles, the Vector All Season 4 responds to evolving market demands with broader fitment. By 2026, the lineup will include 96 SKUs across 16‑ to 23‑inch rim diameters, with 66 percent of the range in 19 inches and above. For the first time, models such as the Range Rover, Range Rover Sport, Porsche Panamera and Macan, as well as the Audi A6 e‑tron, Q7 and SQ7, can combine confident all‑season performance with year‑round convenience. Fitments of 19 inches and above feature an exclusive laser‑engraved sidewall.

Ben Glesener, Senior Technology Director Product Development Consumer EMEA, said, “Goodyear has played a defining role in shaping the all-season category since its very beginnings, starting with the launch of Goodyear Tiempo in 1977 – the world’s first all-season tyre. As we approach the 50-year anniversary of that milestone next year, Vector All Season 4 represents the next step in how we continue to redefine the all-season category. By raising all‑season performance and expanding the range to meet the demands of today’s premium and electric vehicles, we are making it easier than ever for more drivers to rely on a single tyre solution throughout the year.

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Bridgestone is broadening its premium agricultural tyre portfolio for next-generation high-horsepower tractors. The company has added six extra-large sizes to its VT-TRACTOR range, covering 38-to-46-inch rims. These XXL tyres deliver superior traction, extended wear life and enhanced durability. An optimised rolling circumference ensures ideal lead percentage between front and rear tyre combinations, which is critical for maintaining proper driveline synchronisation and preventing mechanical stress under heavy field loads.

Advanced design features enable these performance gains. Developed using virtual three-dimensional simulation and robust Bridgestone design criteria, the tyres incorporate deeper and wider tread profiles that balance traction with even wear distribution. A patented involute lug design provides up to 12 percent more lug volume than competitors, maximising grip while minimising energy loss. This design maintains consistent performance over extended working seasons, reducing the need for premature replacements and lowering operating costs for farmers.

Durability comes from Bridgestone’s unique S-LINE bead profile, offering greater flexibility at lower pressures to reduce soil compaction and prevent rim slip. The high durability casing ensures even pressure distribution across the soil footprint, preventing both circumferential and shoulder cracks while improving tyre longevity. The tyres are fully compatible with Central Tyre Inflation Systems, allowing operators to adjust pressure on the move for different applications. Additional benefits include improved fuel efficiency and stable steering precision even under challenging field conditions.

Production takes place at Bridgestone’s Puente San Miguel plant in Spain, following significant upgrades to manufacturing capabilities including advanced production technology and specialised equipment for large-diameter tyres. These investments enable expansion into the 44- and 46-inch segment. The new XXL sizes will launch progressively from April 2026, expanding compatibility with a wider range of modern high-horsepower agricultural machinery across global markets.

Andrea Marconcini, Director Agriculture at Bridgestone EMEA, said, “Today, farmers operate larger, more powerful tractors and need tyres that can keep up – doing more and going further in demanding conditions. Our updated VT-TRACTOR range is engineered to enable faster, more efficient work in the field, together with a longer service life that reduces long-term costs.” 

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