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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Sri Trang Agro-Industry Public Company Limited (STA) has secured Platinum recognition from EcoVadis, the highest distinction awarded by the sustainability ratings provider, placing the natural rubber leader among the top one percent of assessed companies globally. The accolade reflects STA's exceptional management standards and its dedication to pursuing business growth alongside environmental and social responsibility across its entire value chain.

The recognition was addressed by Chief Executive Officer Veerasith Sinchareonkul, who characterised Platinum as a significant milestone in STA's drive to embed sustainable practices throughout its operations. He noted that the company's efforts span continuous improvements in corporate governance, ethical conduct, environmental stewardship, respect for labour and human rights and responsible procurement and supply chain development, all aimed at creating shared value and fostering long-term stakeholder confidence.

EcoVadis, an internationally recognised provider of business sustainability assessments, evaluates management performance across four themes: Environment, Labour & Human Rights, Ethics and Sustainable Procurement. STA's top-tier result underscores its progress in integrating sustainability into operations and reinforces its role as a responsible business partner, while the company remains focused on raising operational standards, strengthening its value chain, supporting quality of life and safeguarding natural resources to build a foundation for lasting growth and a sustainable future for the natural rubber industry.

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Pirelli has entered a three-year agreement with Netcompany INEOS, beginning in 2027, that will make the Milan-based manufacturer the Official Tyre Partner of one of professional cycling’s most prestigious teams. The partnership rests on a shared commitment to performance through innovation, technological progress and close attention to details capable of influencing final results.

Ahead of the collaboration, two Pirelli tyres underwent technical assessment. The PZERO RACE SL-R is a road tyre focused on aerodynamics and rolling efficiency, engineered to reduce aerodynamic drag and rolling resistance in fast racing and high-speed conditions. The PZERO RACE RS was developed to balance rolling efficiency, grip, protection and predictable cornering, giving riders confidence and stability across varied road surfaces, racing situations and weather.

The team’s bike, fitted with Pirelli tyres, is being displayed at the Pirelli stand during Rouleur Live in London from today until Saturday 14 November. The partnership will centre on developing and evaluating technical solutions suited to WorldTour cycling, where efficiency, reliability and performance must work together across conditions ranging from Grand Tours to the five Monuments.

Netcompany INEOS riders’ technical feedback will support product development and validation, with Pirelli technicians working alongside the team’s engineers and research and development management and integrating road data into outdoor testing protocols. The collaboration also reflects both organisations’ focus on marginal gains, with the tyre treated as a key part of the rider-and-bike system. Pirelli’s patented PAAS technologies are cited as helping address trade-offs such as rolling resistance versus grip. Pirelli tyres are due to race on the team’s Pinarello bikes at the Santos Tour Down Under from 16 January 2027.

Aldo Nicotera, Head of Moto & Cycling Business, Pirelli, said, “At the highest level of sport, success depends on a constant search for technological solutions that can deliver ever-greater performance. This is an approach we know well and one we are now bringing to our collaboration with Netcompany INEOS. We share the belief that optimising every detail can make a difference and contribute to outstanding results, together with an unwavering focus on innovation, quality and precision. We will have the opportunity to work alongside world-class technical staff and athletes, making the most of this exchange and gathering valuable insights to drive the ongoing development of increasingly advanced tyres that meet the needs of both professional riders and cycling enthusiasts.”

Geraint Thomas, Director of Racing, said, “Pirelli bring a huge amount of technical expertise and a real commitment to innovation, so it's exciting to have them working closely with our riders and performance team. It's not just about the equipment we race on, but how we can work together to keep developing. So, we're really looking forward to building that relationship and seeing what we can achieve together.”

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Plaza Tire Service, a prominent tyre and automotive service provider across the Midwest and a member of the Sun Auto Network, has expanded its footprint in central Missouri with a newly opened store in St. Robert. The location sits along the historic Route 66 corridor, offering local motorists a dependable option for tyres, preventive maintenance and vehicle repair.

The St. Robert facility stocks a broad selection of leading tyre brands and provides a comprehensive range of services, from oil changes and brake work to batteries, alignments, steering and suspension repair and other routine maintenance. Customers also benefit from the company's Price Match Guarantee and its signature 4 Tires in 1 Hour Guarantee, with same-day installation available on many purchases, allowing drivers to minimise downtime and get back on the road quickly.

Founded in Missouri in 1963, Plaza Tire Service has become one of the Midwest's largest tyre and automotive service providers, operating locations in Missouri, Illinois, Kentucky, Arkansas and Indiana. The company pairs its regional heritage with the resources and scale of the more than 600-location Sun Auto Network, reinforcing its presence in central Missouri through the new St. Robert store.

Rob Kingery, Regional Vice President, Sun Auto Tire & Service, said, "For more than 60 years, Plaza Tire Service has focused on making tyre and automotive care easy for our customers. We're proud to bring that commitment to St. Robert and support drivers with fast service, trusted expertise and a team dedicated to keeping vehicles road-ready."

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TyreSafe has entered an official partnership with BLT Driver Training, the driver training division of the Blue Lamp Trust. The UK charity, which works to raise awareness of tyre safety, said the collaboration reflects a joint commitment to road safety and to helping motorists make better-informed decisions. The tie-up connects BLT Driver Training's work with TyreSafe's broader mission and impact.

The new partner delivers professional driver education, training and assessments intended to raise driving standards and protect passengers, drivers and other road users. Its services span taxi and private hire training, fleet driver development, safeguarding and disability awareness courses and a Mature Drivers Confidence Builder Course. It works with licensing authorities, businesses, fleet operators and individual drivers; as a not-for-profit, it supports the Blue Lamp Trust's charitable work helping older and vulnerable people stay safe.

Collaboration will initially concentrate on three areas: taxi and private hire vehicles (PHVs), mature drivers and fleet safety. Drivers in the taxi and PHV sector cover high mileages on demanding schedules, and the partners will examine ways to embed TyreSafe's taxi-focused campaign materials into training and communications so that pressures, condition and tread depth receive greater attention. For mature motorists and their families, the organisations hope to develop accessible, practical resources that prompt regular tyre checks and informed choices supporting safe driving and independence. Fleet safety will be pursued through TyreSafe's November campaign, with both parties looking at how to share guidance on maintenance, inspection procedures and safety-conscious fleet management.

Bringing together BLT Driver Training's educational expertise and TyreSafe's specialist tyre knowledge, the partnership aims to put practical road safety advice within reach of more people and build safer habits across a range of road users. The two organisations believe the collaboration will help drivers and operators treat vehicle safety as a routine priority while supporting the Blue Lamp Trust's wider charitable mission.

Stuart Lovatt, Chairman, TyreSafe, said, “We warmly welcome BLT Driver Training as a TyreSafe partner. Improving road safety requires a joined-up approach, combining driver skills and awareness with the condition and maintenance of the vehicles they use every day. By working with an organisation that shares our commitment to practical education and safer journeys, we have a real opportunity to reach more drivers, support fleet operators and help people understand the simple checks that can make a difference. We’re particularly excited about exploring resources for mature drivers and their families, as well as working together to promote tyre safety among taxi and private hire drivers and across the wider fleet sector.”

Emma Burt, CEO, Blue Lamp Trust, said, “We’re delighted to be working with TyreSafe to help improve road safety and driving standards. At BLT Driver Training, we believe that effective education gives drivers the knowledge, skills and confidence to make safer decisions, and vehicle maintenance is an essential part of that picture. This partnership offers exciting opportunities to bring practical tyre safety advice into our training and communications, from supporting taxi and private hire drivers to helping mature motorists and their families have constructive conversations about vehicle safety and maintenance. We look forward to working with TyreSafe to develop useful resources and initiatives that help protect drivers, passengers and the wider community.”

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