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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Pirelli has launched the latest summer tyre for SUVs, the new Scorpion, representing a comprehensive evolution of a line first introduced in 1986 for high-driving-position vehicles like the legendary Lamborghini LM002. Today, the Scorpion name encompasses a broad family of products, including SUV, motorcycle and bicycle tyres. This newest iteration is engineered to deliver safety, comfort and lasting performance, specifically tailored to the demands of modern Sport Utility Vehicles.

The development process leveraged advanced virtual engineering, with Pirelli’s Milan-based R&D team evaluating over 20 technological variants of compounds and tread patterns using proprietary mileage-prediction tools. Driving simulators further optimised handling and dry performance before physical validation, which confirmed significant improvements over the preceding generation. This integrated design approach yielded a tyre that excels across key metrics. It has earned the TÜV institute’s Premium Quality Mark, ranking first in independent dry braking and wet handling tests while also leading in wet braking and straight-line aquaplaning. The entire launch range achieves the top European Class A rating for wet grip, along with Class A/B for acoustic comfort and Class B for rolling resistance, ensuring consistent performance across summer temperatures.

To address the unique challenges of SUVs, such as increased weight and a higher centre of gravity, Pirelli incorporated dedicated technical solutions. The tyre features a reinforced carcass and structure, wider central tread blocks and an optimised profile that promotes uniform pressure distribution and reduces shoulder deformation. This design promotes even wear, making it ideal for heavier vehicles. The updated tread compound, which shares innovative materials with the acclaimed latest-generation Cinturato for saloons, ensures stable performance, improved wet grip and excellent mileage. Furthermore, a new groove geometry in the tread pattern enhances both handling and noise comfort.

The new Scorpion is already offered in 16 sizes ranging from 18 to 22 inches. It incorporates technologies like Elect, which can extend the range of electric and plug-in hybrid vehicles by up to 10 percent through solutions designed for their specific powertrain characteristics. Building on a legacy of over 300 homologations for the Scorpion summer range, this new generation, developed in collaboration with leading car manufacturers, already has more than 40 homologations in progress.

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Hankook Tire has entered a significant global alliance by becoming a Global Partner of the Fédération Internationale de l’Automobile (FIA). This collaboration, formalised at a signing ceremony in London on 23 January 2026 with FIA President Mohammed Ben Sulayem and Hankook Tire Europe’s President and COO, Jongho Park, aligns the company with the governing body’s vision for the future of mobility and motorsport. The partnership is rooted in a shared commitment to innovation, safety and sustainability.

Central to this alliance are two key roles for Hankook. The company will serve as the Official Partner of the annual FIA Awards and the Official Partner of the FIA Sustainable Innovation Series from 2026 to 2028. This series, conducted with premier FIA World Championships like Formula E and Formula One, creates a global forum for industry leaders. It emphasises practical ‘track to road’ strategies, where advancements pioneered in motorsport directly influence broader automotive development.

Hankook’s commitment extends beyond sponsorship into tangible research and development. The company actively pursues sustainable transformation through AI-assisted development processes and strategic investments in electromobility, exemplified by its specialised iON tyre family for electric vehicles. A heightened use of certified renewable and recycled materials further underscores this direction.

The company views motorsport as a vital proving ground for its technology. Its position as the exclusive technical partner and tyre supplier for the ABB FIA Formula E World Championship and the FIA World Rally Championship provides a direct conduit for testing new materials and technologies under extreme conditions. This integrated approach ensures that Hankook develops tyre solutions that meet the evolving demands of modern mobility, where tyres play a crucial role in the safety, efficiency and sustainability of both conventional vehicles and those utilising new drive concepts.

Mohammed Ben Sulayem, President, FIA, said, “Sustainability and technological innovation are at the heart of our missions at the FIA, so I am delighted to welcome Hankook as a new partner. This new partnership with Hankook reflects the global growth of our FIA Global Partner Program, and through collaboration it will strengthen our work to make motorsport and mobility safer.”

Jongho Park, President & COO, Hankook Tire Europe, said, “The FIA and Hankook share the belief that technological innovation can only be effective on a sustained basis if it combines safety, fairness and responsibility. As Global Partner of the FIA, we want to use our expertise in technology and sustainable tyre development to drive the mobility of the future – in motorsport and beyond.”

Craig Edmondson, Chief Commercial Officer, FIA, said, “Through our expanding Global Partner Program, the FIA is working alongside leading international organisations that share our commitment to driving innovation, sustainability and safety across both motorsport and mobility. We are pleased to welcome Hankook into the FIA Global Partner Program. Together, we will continue to accelerate progress and shape a more sustainable, future‑focused mobility ecosystem.”

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The commencement of construction for Africa's largest car tyre plant marks a transformative industrial milestone for Morocco. Located in the Batouya Industrial Acceleration Zone within the commune of Ijjaou, Driouch province, this major venture is spearheaded by the Chinese group Shandong Yongsheng Rubber, according to Morocco World News. The project is being executed through the company’s local subsidiary, Goldensen Tyre Morocco, representing a substantial investment estimated at MAD 6.7 billion (approximately USD 739 million).

This facility, spanning approximately 52 hectares, is strategically positioned near the Nador West Med port. This advantageous location facilitates direct access to both European and African markets. Upon completion, the plant is projected to manufacture up to 18 million tyres annually, adhering to stringent international standards. Its operations are expected to generate 1,737 direct employment opportunities, alongside hundreds more indirect jobs during its construction and operational phases.

Moroccan officials, including the Minister Delegate for Investment, Karim Zidane, alongside regional representatives, celebrated the project's launch. They emphasised that this initiative signifies a decisive transition from planning to tangible action, underscoring the effectiveness of collaborative efforts between public institutions and committed investors. The project is viewed as a strategic industrial investment that aligns with national priorities, including industrial sector enhancement, sustainable job creation and the bolstering of productive capacities.

Further reinforcing its long-term value, the development will incorporate dedicated research and development units. These components are designed to foster technology transfer and support industrial innovation within the Moroccan economy. By strengthening the nation's integration into global value chains, the factory developed by Shandong Yongsheng Rubber and its subsidiary is poised to significantly elevate Morocco's industrial landscape and economic resilience.

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A new strategic partnership between Bridgestone and Kirkby Tyres is set to transform the availability and delivery of agricultural tyres throughout the UK. Kirkby Tyres, a celebrated wholesaler with over six decades in the industry, will now stock the entire Bridgestone and Firestone agricultural portfolio. This includes the acclaimed VT-TRACTOR, known for its soil-protective high flexion construction, the durable VX-TRACTOR, the newer VH-IND and VX-R TRACTOR models and the full Firestone line. The VX-R TRACTOR, for instance, is recognised for its stable performance across varying ground conditions and operator comfort.

The alliance prioritises the needs of end-users, including farmers, dealers and contractors, leveraging Kirkby Tyres’ formidable logistics and customer-centric philosophy. Operating from a substantial central facility in Liverpool, which features extensive covered warehousing, the company guarantees nationwide next-day delivery without mandating a minimum order. This capability ensures faster access and consistent year-round supply for customers.

Kirkby Tyres brings a distinguished reputation to this collaboration, having recently been named the UK's top tyre wholesaler by the National Tyre Distributors Association. Their proven expertise and reliable distribution network are central to this enhanced route to market, aiming to deliver products precisely where and when they are required.

David Almazan, Head of UK Region & Commercial Business Unit Director at Bridgestone, said, “This partnership is about putting farmers, our dealer network and contractors first. By working closely with Kirkby Tyres, we can ensure a more efficient access to our Bridgestone Agriculture products, backed by genuine expertise. Kirkby Tyres understands the realities of modern agriculture, and together we are perfectly positioned to support customers with premium tyre products that deliver performance, durability and confidence.”

Michael Rosenthal, Commercial Director, Kirkby Tyres, said, “Partnering with Bridgestone allows us to offer customers access to a historic premium brand and a complete agricultural tyre portfolio. By combining Bridgestone’s high-performance Agriculture tyres with our distribution expertise, we can help farmers reduce downtime and keep machines working when it matters most.”

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