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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Trelleborg Tires will showcase its agricultural tyre solutions alongside its official distributor, Gomería Altamirano, at Expoagro 2026. The event is scheduled for 10–13 March 2026 at the Predio Ferial y Autódromo de San Nicolás in Buenos Aires, Argentina. Visitors to Booth 1504 will have the opportunity to explore high-performance radial tyres designed for the demands of contemporary farming. This collaboration represents a significant step in strengthening Trelleborg’s market presence in Argentina through a partnership with a well-established regional distributor.

The Argentine agricultural sector is increasingly transitioning from bias to radial tyre technology. This shift is driven by greater mechanisation, the use of higher horsepower equipment and a focus on improving field productivity. Farmers are turning to radial solutions for benefits such as superior traction, reduced fuel consumption, minimised soil compaction and longer tyre life. Trelleborg and Gomería Altamirano are actively supporting this evolution by providing products tailored to local conditions.

At the expo, two flagship tyre ranges will be highlighted. The TM1000 ProgressiveTraction series, intended for high-horsepower tractors, features patented double-edge lug technology to enhance grip, optimise the footprint and lower fuel usage. The TM3000 CFO range, engineered for combine harvesters, offers high load capacity at low inflation pressures to preserve soil structure and ensure reliability during harvesting.

With over six decades of experience serving central Argentina, Gomería Altamirano has built a strong regional reputation through its branches in Río Cuarto, Córdoba and Santa Rosa. Expoagro 2026 will mark their first joint exhibition, underscoring their shared dedication to delivering advanced radial technology to local farmers.

Pablo Altamirano, CEO, Gomería Altamirano, said, “For us, it is a source of pride to strengthen our partnership with Trelleborg Tires and bring world-leading tyre technology closer to Argentine producers. Trelleborg tyres are original equipment on many of the high-horsepower tractors, harvesters and sprayers currently sold and operating in the country. At Expoagro, we want to showcase these high-performance radial solutions, together with the track line that we are already commercialising, expanding the technological alternatives available to farmers.”

Eduardo Marrone, Commercial Manager, Trelleborg Tires, said, “We are proud to strengthen our alliance with Gomería Altamirano, a partner with deep regional expertise and a solid reputation in the Argentine agricultural market. Their close relationship with farmers plays a key role in supporting the country’s transition to radial technology. Together, we deliver premium tyre solutions that increase productivity, improve operational efficiency and promote more sustainable farming practices.”

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Pirelli is all set for the Chinese Grand Prix, which marks the first Sprint weekend of the 2026 Formula 1 season and will see the presentation of the newly redesigned Pirelli Sprint Qualifying Award. The second round of the championship will feature a 19-lap short race on Saturday, the first of six such events scheduled for the year.

The tyre allocation for the event remains unchanged from previous years, with teams supplied the C2, C3 and C4 compounds for the 5.451-kilometre Shanghai International Circuit. The track layout, inspired by the ‘shang’ ideogram, includes two primary straights and sixteen corners. One notable straight connects a slightly banked Turn 13 to Turn 14, while the other, which exceeds one kilometre in length, is where the starting grid is situated.

The circuit presents a varied challenge with a mix of high-speed corners, such as the sweeping Turns 7 and 8, and slower sections found at Turns 1, 3, 6 and 14. These demanding sequences, combined with fast straights, place significant stress on the tyres and will test the energy recovery capabilities of the new power units. Drivers may face difficulties with corner-entry lock-ups under heavy braking, similar to issues observed during pre-season testing in Bahrain, which features comparable braking zones.

A key variable for the weekend is the track surface, which was completely resurfaced in August 2024. The new asphalt initially provided higher grip and lower lap times, but its smoothness led to front-axle graining during the 2025 event, particularly in the Sprint race. However, as the surface has had another year to age, grip levels might be slightly reduced, potentially lowering the risk of graining. This will be assessed in early practice sessions. Teams’ simulation data suggests lap times will be closely matched to last year’s, indicating that the performance loss expected from the new car generation may be offset by other factors.

Looking back at the 2025 race, most drivers started on the Medium compound, with only three opting for the Hard. The Soft tyre was unused in the Grand Prix. The winning strategy was a one-stop, featuring a long final stint on the Hard tyre, which proved durable and resistant to graining. The podium finishers made their sole pit stops between laps 14 and 15, with Oscar Piastri taking victory ahead of Lando Norris and George Russell.

The trophy for the pole-sitter features a Soft tyre above a base embedded with a helmet decorated in the colours of the Chinese flag, which will be engraved with the winner’s name and car number. The Chinese Grand Prix returns for its 19th running at this venue, having first appeared on the calendar in 2004. Lewis Hamilton and Mercedes share the record for the most wins here, with six each. Hamilton also holds the record for the most podium finishes, with nine.

To celebrate the event, a special podium cap has been created in imperial yellow, a colour traditionally associated with prestige. It features designs commemorating the Year of the Horse and will be available for purchase on the Pirelli e-commerce platform.

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Continental has broadened its Grand Prix 5000 family of road tyres with two new size options, responding to evolving rider needs while upholding the line's established reputation for speed, grip, and endurance. The new offerings include a 35 mm version of the GP5000 S TR and a 30 mm variant of the GP5000 TT TR.

The Grand Prix 5000 series is engineered to deliver reliable performance across a spectrum of riding scenarios. The S TR model serves as a versatile all-rounder, balancing lightness, velocity and robustness for those who prioritise both speed and dependability. In contrast, the TT TR is engineered exclusively for velocity, employing a minimalistic casing design to achieve the lowest possible weight and rolling resistance.

With the introduction of a 35 mm width, the GP5000 S TR enhances its adaptability over mixed surfaces while boosting comfort during extended, high-tempo journeys. This increased volume enables riders to utilise lower air pressures, which dampens vibrations and elevates comfort without compromising pace or puncture resistance. The 30 mm GP5000 TT TR expands its contact area, delivering superior stability and grip during high-speed cornering. This greater composure over long distances inspires confidence, allowing cyclists to push harder through demanding sections. Its specialised two-ply casing is fundamental to minimising rolling resistance, cementing its status as the swiftest tyre in the range.

Every tyre in the Grand Prix 5000 lineup incorporates Continental’s signature technologies. These include the BlackChili Compound for an optimal blend of traction and efficiency, a Vectran Breaker for robust puncture defense, Active Comfort construction to dampen road buzz and Lazer Grip for improved cornering adhesion. The new GP5000 S TR 35 mm has a weight of 380 grammes, while the GP5000 TT TR 30 mm comes in at 280 grammes.

Hannah Ferle, Road Product Manager, Continental Tires, said, “We recognise that the needs of the modern cyclist are ever-evolving, and by extending our GP5000 offering, we are ensuring that every rider, from elite professionals to endurance enthusiasts, has the perfect tyre for their setup. These new sizes are a direct response to the shift towards high-volume tyres, where the benefits of reduced rolling resistance, enhanced vibration dampening and a larger contact area are no longer just for comfort but for performance. With the introduction of the 35mm S TR and 30mm TT TR, we are proving that riders seeking a more supple, confident ride do not have to sacrifice speed. These extensions allow riders to optimise their tyre pressure and grip to match the demands of their ride.”

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The Tire Industry Project (TIP) has introduced the End-of-Life Tire Toolkit 2.0, a comprehensive resource designed to guide stakeholders in building more sustainable management systems for end-of-life tyres (ELTs). This updated edition offers practical strategies for reducing waste and advancing circularity across the global tyre sector.

Each year, over one billion tyres reach the end of their useful life worldwide. Although ELTs contain valuable materials that can contribute to a circular economy, current management systems remain inconsistent, with significant regional disparities in collection, recovery and recycling outcomes. The new toolkit addresses these challenges by providing adaptable approaches for developing transparent, resilient and effective ELT systems that can function across diverse regulatory landscapes and market conditions.

Created for policymakers, industry associations and tyre manufacturers, the guide also offers relevant insights for recyclers, recovery operators, retailers, researchers and civil society organisations. Building upon the foundation of the 2021 first edition, this iteration stands as the only known compilation that consolidates current knowledge, real-world case studies and expert perspectives on evolving opportunities and obstacles throughout the ELT value chain.

The toolkit draws upon extensive work by TIP and its member companies, combined with contributions from committed experts across the tyre value chain. It features maturity assessment tools that provide structured frameworks for evaluating ELT system effectiveness, concrete examples from nine countries showcasing diverse regulatory approaches and practical improvement guidance with action-oriented recommendations spanning collection, sorting, processing and management.

Additionally, the toolkit advances multiple UN Sustainable Development Goals (SDGs), including improved resource efficiency in consumption and production (8.4), the sustainable management and use of natural resources (12.2) and substantially reducing waste generation (12.5).

Tania Paratian, Director of Action and Engagement, TIP, said, “Effective ELT management is both an environmental imperative and a source of long-term value creation. We developed the ELT Toolkit 2.0 to offer stakeholders, no matter where they are in the world or in their ELT management journey, a strong practical foundation for building their sustainability efforts. The initiative supports our commitment to advancing more sustainable ELT management worldwide, guided by the Sustainable Development Goals.”

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