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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Triangle Tyre has received official certification from the Civil Aviation Administration of China (CAAC) for its newly developed civil aviation radial tyres. The approval, granted on 11 May 2026, followed the product’s successful completion of rigorous technical evaluations and was formalised through the issuance of a Technical Standard Order Authorization, or CTSOA.

This authorisation serves as the CAAC’s formal recognition of a manufacturer’s design and production capabilities for aviation components. Acquiring the CTSOA confirms that Triangle Tyre has met all conformity standards, granting the company the legal right to manufacture and label its certified products with official identification numbers.

The certification applies to four specific tyre part numbers designed for major aircraft platforms, including China’s domestically produced C919 large passenger jet and the Airbus A320. Aviation tyres are considered critical safety components and are subject to some of the most demanding approval processes in the aerospace sector.

To earn the CTSOA, Triangle Tyre’s products underwent extensive on-site oversight and a battery of evaluations, including static load, high-speed rolling and extreme-temperature tests. The company demonstrated exceptional proficiency in materials science, engineering design, manufacturing processes and quality control, all of which were verified by the regulator.

Triangle Tyre began tackling the technical challenges of aviation radial tyres in 2017, aiming to break foreign monopolies. The company has since developed proprietary framework materials, structural designs and production equipment, establishing an independent technology platform and an airworthiness-compliant quality system.

With over 50 years of experience in tyre manufacturing, Triangle Tyre has now reinforced its position in the high-end market. The CTSOA achievement strengthens supply chain security for China’s aviation industry and follows years of collaboration with COMAC, including the 2020 milestone where its tyre became the first domestic civil aviation radial product to pass dynamic simulation testing.

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The Yokohama Rubber Co., Ltd. has announced that a vehicle equipped with its ADVAN global flagship brand tyres claimed victory in the SP-X class at the ADAC RAVENOL 24h Nürburgring, held in Germany from 14 to 17 May. The car also secured an impressive fifth place overall in the gruelling endurance race.

The winning No 81 BMW M3 Touring 24H, fielded by partner BMW M Motorsport, started from 22nd position before rapidly advancing into the leading pack. Designed as a fan-focused car for the Nürburgring, it shares its technical foundation with the BMW M4 GT3 EVO while retaining the M3 Touring body shell. The team maintained high speeds and error-free driving to finish fifth overall, competing alongside SP9 class leaders.

Two additional ADVAN-equipped cars finished within the top 10 overall. Haupt Racing Team’s No. 67 Ford Mustang GT3 EVO secured eighth place, followed by BMW M Motorsport’s No. 77 BMW M4 GT3 EVO in ninth. These results at one of the world’s most demanding circuits underscore the high performance of Yokohama Rubber’s ADVAN racing tyres.

Beyond the 24-hour race, Yokohama Rubber supplies ADVAN tyres to KONDO RACING and the same three teams competing in this year’s Nürburgring Langstrecken-Serie, which began in March. BMW M Motorsport’s No. 77 already won NLS Round 3 in April, and the company anticipates further victories from its partner teams throughout the season.

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Prinx Chengshan hosted its Brand Open Day on 21 May at the Jiangling Motors Corporation (JMC) Product R&D Institute, showcasing cutting-edge achievements and technical strengths. The event was designed to build deeper mutual trust and align industrial development strategies between the tyre manufacturer and the automaker.

The partnership between Prinx Chengshan and JMC began in 1992, and over 34 years, their collaboration has continuously deepened. They have expanded beyond traditional strongholds like pickup trucks, light trucks and light buses into passenger vehicle supporting businesses, achieving integration in supply chain stability and technological co-innovation. Executive President Jiang Xizhou addressed industry trends such as electrification and connectivity, positioning Prinx Chengshan as a future-oriented, technology-driven enterprise. R&D Center Director Li Chongbing detailed the company’s digital R&D system and collaborative innovation ecosystem, while Marketing Center Director Wang Hongdian introduced the brand portfolio and strategy for the global flagship brand, PRINX.

During technical exchange sessions, Prinx Chengshan leveraged its fundamental research capabilities to discuss tyre NVH technology, virtual tyre sampling, EV tyre formulations and smart tyre solutions with the JMC R&D team, reinforcing consensus on core technologies. At a separate Technical Showcase Area, the company set up experience zones for Silenteck silent technology and low-temperature low-rolling-resistance technology, turning abstract principles into immersive demonstrations. Other innovations on display included X-CHIP smart tyres, colourful tyre technology, Vanta Black and Healteck self-healing technology.

The open day served as both a comprehensive brand showcase and a major opportunity to deepen the longstanding cooperation. Prinx Chengshan will now accelerate its transformation from a tyre supplier into a technical partner for automakers, working closely with JMC on R&D innovation, vehicle matching and technical upgrades to jointly drive sustainable development in the transportation industry.

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Dunlop Tyre Europe GmbH has secured a fresh three-year alliance with Fanatec, a premier sim racing hardware manufacturer and an official Formula 1 partner under the Corsair Group. Fanatec’s high-end equipment is widely used by both passionate sim racing amateurs and professional esports athletes.

Dunlop has been actively involved in digital motorsport since September 2025 through an official role with Gran Turismo on PlayStation, developed by Polyphony Digital and Sony Interactive Entertainment. That simulation platform allows Dunlop to express its performance heritage virtually. The new Fanatec deal logically extends this foundation, combining Gran Turismo’s authentic racing scenarios with Fanatec’s premium gear to deliver a lifelike driving experience.

A primary focus of the partnership is improving audience engagement with motorsport. Fanatec’s racing setups will appear at live trade shows and events, starting with TIRE COLOGNE 2026 from 9 to 11 June, giving attendees a chance to enter a virtual cockpit and feel racing firsthand.

This cooperation seeks to bridge different enthusiast groups and strengthen ties between the motorsport and sim racing communities. By merging digital authenticity with high-grade hardware, Dunlop aims to advance motorsport both technologically and emotionally, ensuring it stays relevant for contemporary audiences.

Dennis Wilstermann, Marketing Manager, DUNLOP Tyre Europe GmbH, said, “As an official partner of Gran Turismo, it was clear to us that collaborating with Fanatec is the next logical step. Together, we are creating a platform where motorsport can be experienced at every level – digital, virtual and real.”

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