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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Hankook Tire has secured a new role as the Official Control Tyre Supplier for the 2026–2027 season of the Australian Production Car Endurance Series (APCES), following a partnership with the Australian Racing Drivers’ Club (ARDC). The APCES is a newly launched endurance championship created by the ARDC and Motorsport Australia, designed to continue the country’s legacy of production car racing. The series will feature production-based vehicles competing across eight performance-based classes, labelled X, A1, A2, B1, B2, C, D and E.

Hankook will exclusively supply its Ventus TD (Z221) R-Spec tyres to all participating teams, working alongside official trackside supplier Gary’s Motorsport Tyres. The control tyre format, which equips every competing vehicle with identical tyre specifications and performance, is intended to provide consistent racing conditions throughout the championship. The semi-slick tyres feature an optimised tread pattern and advanced compound technologies, delivering strong dry grip, stable cornering, excellent braking and superior heat resistance even under prolonged high-speed driving.

The championship will begin its opening round at Sydney Motorsport Park on 30 and 31 May, with additional races scheduled at Sandown International Raceway in August and Queensland Raceway in September. The final round is set for March 2027 at Mount Panorama Circuit in Bathurst, New South Wales, as part of the iconic Bathurst 6 Hour endurance race. The overall series champion will be determined at that concluding event.

Hankook has already built a strong reputation in Australian endurance racing as the official tyre supplier for the Bathurst 6 Hour, and it continues to sponsor other local events including the First Focus Radical Cup Australia Series, the Precision National Sports Sedan Series and the Hyper Racer Hankook Australian Drivers’ Championship. Moving forward, the company plans to strengthen its global premium brand position by using racing data from extreme motorsports conditions, combined with its global innovation R&D infrastructure, to develop ultra-high-performance tyre technologies.

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Bridgestone Corporation has extended its legacy of excellence with General Motors by securing a 2025 Supplier of the Year award, marking the company’s 11th consecutive win and 24th overall. The honour was announced during GM’s 34th annual awards ceremony in Austin, Texas. Out of a vast network exceeding 20,000 suppliers, Bridgestone emerged as one of only 103 companies across 14 countries to receive this distinction.

A global cross-functional team at General Motors determines the winners based on performance across key categories such as safety, innovation and resilience. The evaluation process considered each organisation’s results throughout 2025 alongside their alignment with GM’s fundamental values and ambitious future objectives. This rigorous selection method highlights the importance of consistent execution and shared strategic vision.

The recognition directly supports Bridgestone’s internal E8 Commitment, an ethos built around eight values beginning with the letter E, including Ecology and Extension. By crafting innovative tire solutions for GM, the Japanese company effectively advances its pledges on both ecological responsibility and technological extension. This synergy between corporate values and customer recognition reinforces Bridgestone’s position as a reliable partner.

David Colletti, President of Consumer Original Equipment Tires, North America, Bridgestone Americas Tire Operations, said, “This recognition reflects the strong relationship between Bridgestone and GM. Together, our shared dedication to innovation, quality and performance continues to fuel long-term success.”

Shilpan Amin, Senior Vice President, Global Chief Procurement and Supply Chain Officer, General Motors, said, “Supplier of the Year is one of those key moments our whole team looks forward to every year because it highlights the partnerships behind every vehicle we build. The results our suppliers deliver throughout the entire product development cycle are central to our ability to deliver world-class vehicles to our customers. When our suppliers, such as Bridgestone, lean in with us on new technology and flawless execution, we can move faster, compete harder and unlock more value across the entire supply chain.”

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Tyres Europe has joined a broad alliance of European industry associations urging the European Union to strengthen its trade defence policy. The coalition warns that unfair trade practices, combined with structural overcapacity and state-led market distortions worldwide, are intensifying pressure on local manufacturers. European producers must contend with high energy costs, strict environmental rules and complex regulations, placing them at a clear disadvantage compared to rivals benefiting from less transparent conditions.

The signatories have made clear that they do not seek protection from competition itself, only fairer conditions under which to compete. They argue that a truly global level playing field is essential to protect Europe’s industrial base, sustain competitiveness and allow EU companies to continue investing, producing and preserving jobs within the continent. Without such balance, the long-term viability of key sectors remains at risk.

As an immediate step, the coalition calls on the European Commission to assign more staff to the trade defence units within DG Trade. According to the statement, these services are severely understaffed in absolute numbers and relative to the EU’s main global partners. This shortage undermines Europe’s ability to respond effectively to foreign trade distortions in a timely manner.

Reinforcing DG Trade’s investigative capacity is therefore presented as a crucial short-term priority. Tyres Europe and the other associations contend that targeted staffing increases would significantly enhance the EU’s resilience against global market imbalances. Such a move, they believe, would help safeguard fair competition without erecting unnecessary barriers to international trade.

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Hankook Tire was conferred with the ‘Excellence in Quality and Delivery’ award during Japanese automaker Honda Motor Co., Ltd.’s ‘2025 Supplier Excellence Award’ ceremony, which took place in Columbus, Ohio, this past April.

Honda annually evaluates suppliers across North America based on criteria such as quality, delivery, value and innovation. Out of 56 honourees this year, Hankook Tire stood out due to its systematic quality management, stable supply capabilities and advanced product development competitiveness.

This latest accolade marks Hankook Tire’s fifth recognition from Honda, following previous wins for ‘Excellence in Value’ in 2016 and 2020, and ‘Excellence in Delivery/Value’ in 2018 and 2023. Since establishing a partnership with Honda in 2013, Hankook Tire supplies original equipment tyres for key SUV models including the CR-V, HR-V, Pilot and Passport, as well as global sedans like the Accord and Civic.

Building on this recognition, the tyre manufacturer aims to deepen its collaboration with Honda and expand its presence as a premier global brand in North America. Leveraging its integrated quality and technology system – supported by the Technoplex headquarters, Hankook Technodome R&D center and Hankook Technoring test track – the company continues to serve over 50 global automakers and plans to further enhance its AI-driven quality management through sustained R&D investment.

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