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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Apollo Tyres Ltd has launched the new Apollo Aspire 5 summer tyre designed for performance sedans and SUVs, including electric vehicles. The next-generation model succeeds the Aspire 4G+ and is offered in 24 sizes to fit rims from 17 to 21 inches. Engineered to provide a premium driving experience at a competitive price, the tyre incorporates several key technological advances.

At its core is Apollo’s Dynamic Contour Technology, which utilises an advanced tread design and specialised compound. This includes integrated ‘diamond ridges’ that absorb road shocks to improve comfort and control. Building upon its predecessor, an evolved Synchronised Tread Pitch system effectively reduces vibrations and road noise, with some sizes achieving a top-tier noise rating.

Performance and durability are enhanced through a structure that ensures even pressure distribution during demanding manoeuvres, promoting stable handling and uniform wear. A novel low-hysteresis carbon black compound reduces heat generation and rolling resistance, contributing to both extended tread life and better fuel efficiency, the latter reflected in a favourable rolling resistance rating for select variants. Furthermore, the tyre promises strong all-weather capability, with an excellent wet grip rating available on certain sizes for confident braking.

The Aspire 5’s development was validated through rigorous global testing. The results indicate that its overall refinement and comfort meet or surpass the standards set by leading premium European tyre brands.

Daniele Lorenzetti, Chief Technology Officer, Apollo Tyres Ltd, said, “With the Aspire 5, our R&D teams focused on enhancing refinement and comfort without compromising dynamic performance. Every element of the tyre has been developed to meet the expectations of premium and executive car owners seeking both comfort and control, resulting in a tyre that combines quietness and composure with responsive handling and efficiency.”

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Madison, UK’s leading distributor of bicycle parts and accessories, has solidified its relationship with global tyre manufacturer Maxxis through a new exclusive agreement. Effective from the start of 2026, Madison has become the sole distributor of Maxxis bicycle tyres across the United Kingdom and Ireland. This move expands upon a partnership that began in 2017 and signifies a deepened, long-term commitment to growing the brand’s footprint in the region.

The decision to grant exclusivity underscores a mutual belief in the potential for further market development. Maxxis, an established leader in the premium tyre sector, will benefit from Madison’s extensive experience in cultivating cycling brands within the UK market. The distributor plans to implement a cohesive strategy for retail partners, focusing on consistent pricing, coordinated marketing and strengthened in-store support.

To bolster the brand’s visibility, Madison will channel additional investment into targeted marketing campaigns, retail activations and ambassador programmes. These efforts will be supported by the company’s in-house marketing resources, which encompass digital commerce, content production, public relations and social media management. Retailers can also expect tailored support through merchandising solutions and point-of-sale materials designed to enhance consumer engagement.

Operational stability and product availability for retailers of all sizes are set to be prioritised, leveraging Madison’s established logistics network. The existing roster of UK athletes and teams representing Maxxis will continue as a core component of the broader promotional strategy, supported by dedicated content creation.

Dom Langan, CEO, Madison, said, “We are delighted to strengthen our partnership with Maxxis. An exclusive approach allows us to work with clarity and purpose, offering consistent support for retailers and ensuring that Maxxis continues to thrive in the UK and Ireland. By aligning our strategy, resources and long-term ambitions, we are confident that we can drive meaningful, sustainable growth for the brand.”

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Webfleet, Bridgestone’s advanced fleet management solution, has partnered with Bia Power and ChargeBroker to form a comprehensive solution for electric vehicle fleet management. This integrated system is designed to work with a company's current setup, avoiding the need for new infrastructure.

The service begins with Webfleet providing operational data to Bia Power, which uses it to create optimal charging schedules. ChargeBroker then brings together various charging networks into one simplified platform. This end-to-end process makes managing large electric vehicle fleets far more efficient by seamlessly connecting vehicle operations with depot energy management.

It specifically solves the challenges of coordinating different vendor systems, offering a faster and more cost-effective path to fleet electrification. The services are now available globally for Webfleet users.

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Apollo Tyres has achieved a significant international distinction in workplace safety, with its Chennai and Limda (Gujarat) plants each receiving the prestigious Sword of Honour from the British Safety Council. This accolade represents one of the highest global recognitions for excellence in health and safety management. The honour was formally presented to Chief Quality and Safety Officer Yoichi Sato, alongside Chennai Unit Head C Thomasmathew and Limda Unit Head Piush Bansal.

This award follows both facilities having previously secured top-tier five-star ratings in the British Safety Council’s rigorous Occupational Health and Safety Audit. The Sword of Honour is specifically reserved for organisations that exhibit an outstanding and sustained dedication to upholding the utmost standards in employee health, safety and wellbeing. Notably, the Chennai plant received additional commendation for its achievements in Innovation and Development.

These awards highlight Apollo Tyres' proactive and systematic approach to fostering a pervasive safety-first culture across its operations. The company's efforts extend beyond mere regulatory compliance, reflecting a deep-rooted commitment to cultivating secure, healthy and sustainable working environments for all employees, contractors and stakeholders. By consistently demonstrating world-class safety management and a drive for continuous improvement, this milestone reinforces Apollo Tyres' standing as a responsible industry leader aligned with global best practices.

Yoichi Sato, Chief Quality and Safety Officer, Apollo Tyres Ltd,, said, “Receiving the Sword of Honour for both our plants is a matter of great pride for everyone at Apollo Tyres. This recognition reinforces our belief that operational excellence begins with putting people first. We remain committed to continually strengthening our health and safety practices across all our operations, guided by our ‘Safety First’ philosophy.”

Peter McGettrick, Chairman, British Safety Council, said, “On behalf of the board of trustees and staff of the British Safety Council, I would like to congratulate Apollo Tyres on achieving the highest standards of its health, safety and wellbeing management. Achieving recognition of this sort takes absolute dedication and the utmost professionalism. We are proud to support you in your achievements and delighted we can contribute to your ongoing success.”

Mike Robinson, Chief Executive, British Safety Council, said, “I would like to congratulate Apollo Tyres and its staff on this award, in tribute to their commitment to keeping their workplace safe and healthy and contributing to safeguarding the environment. All of the Sword, Globe and Shield award-winning organisations share a commitment and willingness to achieve the uppermost standards of health and safety. We thank Apollo Tyyres  for contributing to achieving our vision that no one should be injured or made ill through their work.”

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