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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AZuR partners DIKABO and BEAR Machines have deepened their joint efforts by combining practical innovation with strategic growth in tyre recycling. Through the adoption of BEAR-CUT technology, DIKABO is building a new product line focused on reprofiling, demonstrating how collaboration can advance the circular economy in the commercial vehicle tyre sector.

The semi-automatic BEAR-CUT machine allows DIKABO to offer precise and repeatable reprofiling of truck tyres while fitting smoothly into existing workshop workflows. Sven Wehrmeyer, Managing Director, DIKABO highlights the equipment’s speed, high-quality cuts and straightforward setup, which together enabled immediate productivity gains. The company now plans to recut up to 55 tyres daily for its customers.

Reprofiling plays a vital role in the tyre circular economy by extending tyre mileage by as much as 25 percent, cutting the need for new tyre production, and lowering CO₂ emissions. With BEAR-CUT, DIKABO can further refine this process and tap into new market opportunities. Establishing its own reprofiling division is a strategic move into a high-growth segment that lowers material and energy costs while boosting tyre longevity.

Investing in BEAR-CUT is both a technological upgrade and a strategic portfolio expansion for DIKABO, creating a scalable business model with strong commercial vehicle demand and reinforcing its role in sustainable tyre services. This partnership exemplifies the AZuR network’s philosophy that innovations should be developed and scaled collectively, turning new technologies into resource efficient, low emission and competitive business solutions.

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Anyline has made its TireBuddy ToolKit available for React Native, offering a digital tyre inspection solution designed for easy integration into mobile apps. Originally developed for a limited set of customers, this solution has now been fully packaged, documented and prepared for widespread use.

With TireBuddy, developers can add features like tread measurement, tyre identification, VIN reading and license plate recognition to vehicle inspection applications. Customers can choose between native integration for Android and iOS or cross platform frameworks such as React Native and Flutter. Since React Native is widely adopted in the automotive industry, many clients requested a way to use TireBuddy without losing cross platform efficiency. After a year of real-world testing with selected partners, the TireBuddy React Native wrapper is now ready for broader deployment.

Unlike a simple bridge over native code, this wrapper provides a stable, production ready integration of the TireBuddy SDK and APIs. Key improvements include typed async API calls instead of an event driven pattern, with clear scan result states like completed, aborted or failed. This gives developers more predictable control over scanning logic, retries and user messaging. The wrapper also offers full TypeScript support, versioning utilities, a structured configuration model and feedback APIs for comments, tread depth corrections and tyre identification. For teams using Expo development builds, an automated config plugin handles camera permissions and Android repository setup, reducing integration effort. The wrapper also supports additional context for fleet workflows, such as scan correlation and tire position data.

The release of the React Native wrapper makes TireBuddy more broadly accessible while cutting time to deployment for apps requiring tyre inspection. Being public and versioned, it reduces evaluation time and shortens implementation cycles. Long term, this standardised model improves how updates are delivered and adopted, creating a clearer path for customer feedback and iteration. Teams can now add tyre inspection capabilities without changing their existing architecture or sacrificing cross platform efficiency, all backed by a more consistent and scalable integration foundation.

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Bridgestone has initiated a collaborative research project with Universitas Indonesia, Public University Corporation Yokohama City University (Yokohama City University), and Public University Corporation Maebashi Institute of Technology (Maebashi Institute of Technology) focused on the genetic analysis of para rubber trees. The partnership draws on tree samples and genetic data from Bridgestone’s own natural rubber farm in Indonesia, combined with the advanced capabilities of the academic institutions. The primary goal is to develop a marker assisted selection technique that can identify elite trees, characterised by high and stable yields, at an early stage. A formal signing ceremony took place at Universitas Indonesia on 7 April to mark the beginning of this joint effort.

Sustainability is central to Bridgestone’s management philosophy, reflected in its business model that links operations to carbon neutrality, a circular economy and nature positivity across the entire value chain from production to renewal. This research directly supports that vision by aiming to improve the sustainability of natural rubber. Ultimately, the company seeks to contribute to a more circular and regenerative business model where natural rubber production becomes increasingly efficient and environmentally responsible.

A stable supply of natural rubber is essential for tyre manufacturing and safe mobility, yet para rubber trees grow only in narrow equatorial bands and face threats from climate change and disease. With global vehicle ownership rising, demand for natural rubber is increasing, creating pressure to boost productivity without expanding farmland into forests. Bridgestone has therefore pursued multiple technological paths, including disease diagnostics and big data driven planting optimization on limited land. The company also supports smallholder farmers by sharing these technologies and providing training based on know‑how from its own farms, thereby enhancing productivity, improving livelihoods and strengthening the long-term sustainability of natural rubber.

In this specific research initiative, Bridgestone supplies latex samples and existing genetic information from its rubber trees. Universitas Indonesia handles the extraction of DNA and RNA data, while Yokohama City University and Maebashi Institute of Technology perform genetic analyses to pinpoint genes linked to rubber productivity. Together, they will build a marker assisted selection method for rapid, high-precision identification of elite trees, significantly shortening traditional breeding timelines that once took decades. After validating the technology and establishing propagation and nursery systems, Bridgestone plans to replace ordinary trees with elite varieties over the medium to long term, thereby raising productivity and stabilising yields within finite land resources.

Prof Dr Tito Latif Indra, M.Si, Dean of the Faculty of Mathematics and Natural Sciences, Universitas Indonesia, said, "In this project, the Faculty of Mathematics and Natural Sciences, Universitas Indonesia (FMIPA UI), will play a key role in supporting the scientific framework of the project by leveraging its expertise in molecular biology and genetic data acquisition. This collaboration is such an important foundation in strengthening FMIPA UI's academic contribution in impactful global research. Through research in the field of sustainable natural resources, we are trying our best to reinforce the ecosystem of global natural rubber production and provide significant innovation to support sustainable rubber plantations in Indonesia."

Yukihisa Shimada, Director, Kihara Institute for Biological Research, Public University Corporation Yokohama City University, said, "In this project, Yokohama City University will serve as a strategic and technical advisor, supporting collaboration with Indonesian government agencies and the establishment of research infrastructure. Through international collaboration, we will drive high-precision genome analysis and the selection of promising lines, contributing to the creation of scientific knowledge for sustainable resource use."

Kensuke Nakamura, President, Public University Corporation Maebashi Institute of Technology, said, "In this joint research, Maebashi Institute of Technology will lead the bioinformatics analysis, contributing to the advancement of natural resource research through a data-driven approach. As a public university, we are dedicated to fostering both locally grounded research and international research partnerships. By leveraging these strengths, we seek to generate impactful knowledge that will contribute to building a more sustainable society."

Masashi Otsuki, Executive Director, Institute of Advanced Technology, Bridgestone Corporation, said, "By co-creating with stakeholders across the natural rubber industry and promoting the sustainable use of natural rubber, Bridgestone strives to achieve the corporate commitment of ‘Ecology: Committed to advancing sustainable tire technologies and solutions that preserve the environment for future generations’ described in its Bridgestone E8 Commitment.

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Pirelli has created bespoke versions of its P Zero R tyre for the new Audi RS 5 and the RS 3 competition limited, aiming to deliver everyday driving pleasure without sacrificing track capability. Special emphasis is placed on superior grip and shorter braking distances. Drawing on over 25 years of collaboration with Audi Sport, these fitments reflect experience gained from developing tyres for high-performance SUVs and the sportiest sedans.

Audi’s main target was braking performance, and the P Zero R was engineered to approach Pirelli’s semi slick Trofeo R. This results in extremely short stopping distances with rapid deceleration even under demanding conditions. Pirelli’s German R&D centre worked with Milan headquarters on a new compound that performs well even when cold, responding to Audi’s request for safety during deceleration. Though nearing track-oriented products, the P Zero R remains suitable for daily use.

The RS 3 competition limited celebrates 50 years of the five-cylinder engine. Two tyre options are available: the standard P Zero R provides strong grip on dry and wet roads, while the P Zero Trofeo R semi slick is designed mainly for track driving. Its motorsport derived rubber delivers exceptionally high dry grip, stability and short braking distances. Development used digital simulation at both companies, with physical tests later validating data on circuits like the Nürburgring Nordschleife.

The Audi RS 5, the brand’s first high-performance plug-in hybrid, required a new High Load tyre size. Pirelli reinforced the P Zero R’s structure to handle the hybrid components’ extra weight while maintaining driving precision. This partnership, symbolised by the R0 marking, began with the original RS 4 25 years ago and continues with record setting Nürburgring performances in 2024 by the RS 3 with Trofeo R and the RS Q8 performance with P Zero.

Steffen Bamberger, Head of Technical Development at Audi Sport GmbH, said, “The tyre is the only connection between the vehicle and the road surface. Therefore, it plays a significant role in chassis development, especially in our RS models, where excellent handling has paramount importance. Plus, a close, collaborative partnership is essential to achieving this level of performance.”

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