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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Toyo Tires has introduced the new M165 commercial van tyre, an all-season option specifically engineered with last-mile delivery operations in mind, targeting the challenges of frequent stopping, heavy cargo and urban driving. A key focus of the tyre is to help fleet operators lower operational costs through improved fuel efficiency and promotion of even, long-lasting treadwear.

The M165 addresses the handling characteristics of tall vans by incorporating an e-balance design that enhances stability and minimises sway. This is complemented by a specialised cap compound and sidewall protectors to improve traction and shield the casing from the curb damage common in delivery routes. The tyre’s robust construction is intended to withstand the wear associated with constant acceleration, braking and heavy loads. It will succeed the previous H08+ model in the manufacturer’s commercial lineup.

To ensure durability under stop-and-go activity, the tyre features new compounds that resist uneven wear. The all-season tread pattern integrates interlocking blocks and multi-wave sipes for reliable grip on both wet and dry roads while reducing block movement for greater stability. The advanced casing is engineered to resist damaging heat and support retreadability, thereby extending its usable life.

The Toyo M165 will be available in spring, offered in multiple 16-inch sizes with D and E load ratings, making it suitable for vehicles like the Ford Transit, Ram ProMaster and Rivian RCV.

Jordan Vastine, Product Planning and Technical Services Manager, Toyo Tire U.S.A. Corp, said, “The newly launched M165 commercial van tyre is built with the focus of helping fleets see higher removal miles while reducing irregular wear. We are confident the M165 will complement the already proven Toyo commercial product lineup.”

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Continental addresses the needs of urban commuters with its comprehensive ContiScoot tyre line, a premium option engineered for city riding. The range encompasses over 30 sizes, fitting wheels from 10 to 16 inches and accommodating scooters from 50 cc to 350 cc. This extensive coverage means the tyre suits a broad spectrum of vehicles, from nimble city models to more powerful touring scooters.

The portfolio is designed to fit a wide array of established scooter models frequently navigating city streets and their outskirts. For instance, large-wheel scooters commonly pairing a 120/70-15 front with a 140/70-14 rear, such as the Honda Forza or Yamaha XMAX, are well-covered. Similarly, compact scooters using dimensions like 120/70-12 and 130/70-12, including popular Vespa GTS models, also benefit from the tyre's performance. The ContiScoot further extends its applicability to the growing electric scooter segment, with sizes available for models like the Niu MQi GT.

The intended users are riders who depend on their scooters for daily transportation, whether commuting to work, running errands or exploring urban areas. The diversity of available sizes ensures the tyre meets various riding demands, adapting to the agility required in congested streets as well as the comfort needed for longer commutes. As scooters gain prominence as primary vehicles in metropolitan regions, the demand for reliable, all-weather safety and predictable handling grows correspondingly.

To meet these demands, the ContiScoot integrates several key performance features. Its rubber formulation and tread are engineered for excellent wet grip, contributing to short braking and stability on slick roads. The tyre also delivers high grip immediately from startup, which is particularly reassuring on short urban trips. Its construction promotes agile and neutral handling, facilitating quick direction changes and stable cornering without being twitchy. Designed for real-world conditions, it offers a balanced ride that absorbs poor road surfaces while maintaining precision. Furthermore, the durable compound is optimised for high mileage, adding value for frequent riders.

Reinforcing consumer confidence, the ContiScoot satisfaction guarantee remains available in select countries during 2026. This programme offers a money-back option for riders not fully satisfied with the tyre’s performance, with specific market participation and terms accessible online.

Sagren Nair, Product Manager – Motorcycle Tires, Continental, said “With over 30 sizes available, the ContiScoot is a suitable option for almost every scooter model. Our goal is to make urban mobility safer, more comfortable and more versatile. Scooters combine flexibility with high everyday practicality. This requires tyres that react quickly to changing conditions while providing a safe and agile riding experience. This is exactly what the ContiScoot has been developed for, and we’ve transferred our experience from the motorcycle segment to the scooter sector. The tread compound and profile are designed for a high level of safety in everyday use – especially in rain, cool temperatures and frequent stop-and-go traffic. Our approach is to ensure that scooter riders feel safe at any time of day and in almost any weather. With the comprehensive ContiScoot range, we offer the right basis for this – regardless of whether it's a compact city scooter or a powerful large-wheel scooter.”

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Michelin, through its Indian operations and in association with the Automotive Skills Development Council (ASDC), recently marked the completion of two workforce training programmes in Pune with formal convocation events. Project Vahaan and Project EV Shiksha together equipped 65 individuals from economically disadvantaged backgrounds with specialised skills aligned to current industry demands, demonstrating how corporate initiatives can address both social needs and sectoral requirements simultaneously.

The programmes responded to a clear gap in India's mobility landscape. While the transportation sector expands and electric vehicle adoption accelerates, many young people from low-income families cannot access the formal training needed to secure stable employment. Michelin India therefore supported targeted interventions focused on communities where regular work significantly affects household wellbeing.

Under Project Vahaan, 35 candidates completed Level 4 certification training for light and heavy motor vehicle drivers. The curriculum integrated classroom instruction with practical driving sessions, covering traffic regulations, defensive techniques, road safety practices and interpersonal skills development. The objective extended beyond employability to cultivating responsible road users who prioritise safety.

Project EV Shiksha addressed the growing need for electric vehicle technicians through a Level 4 programme completed by 30 candidates. Training encompassed theoretical knowledge and hands-on practice in high-voltage safety protocols, fire prevention, routine maintenance procedures, minor repairs, basic diagnostic support and safe component handling. Workplace readiness skills were also incorporated to facilitate smooth entry into the EV service sector.

The convocation ceremonies brought together representatives from Michelin India, ASDC, training partners and the graduates themselves. Project EV Shiksha participants gathered at MIT Art, Design and Technology University, while Project Vahaan celebrations took place at MIDC Kasarwadi in Chinchwad. Both events featured formal inaugurations, addresses from industry and skilling leaders, certificate presentations and interactions that highlighted the connection between structured training and employment outcomes.

The impact of these initiatives extends beyond the 65 individuals trained. They contribute to workforce readiness in critical sectors, promote road safety awareness, support the transition to green mobility and generate meaningful social change at family and community levels.

Shantanu Deshpande, Managing Director, Michelin India, said, “At Michelin India, we believe the future of mobility will be shaped not only by technology but also by people equipped with the right skills. Through initiatives like Project Vahaan and EV Shiksha, in partnership with ASDC, we are committed to strengthening skill development for young talent and preparing them for the evolving mobility ecosystem. By enabling access to this structured training, we aim to strengthen road safety through better tyre care and maintenance, support the transition to electric mobility and create meaningful livelihood opportunities. Skill development has been a core priority of the government, and we are pleased to support this vision through our initiatives.”

Addressing the occasion, Vinkesh Gulati, Chairperson, ASDC, said, “These initiatives demonstrate how industry-aligned skilling can deliver outcomes beyond training numbers. By integrating safety, employability and future mobility skills, we are enabling youth to build dignified careers while contributing to safer roads and a greener mobility ecosystem.”

Arindam Lahiri, CEO, ASDC, said, “Through Project Vahaan and EV Shiksha, ASDC continues to focus on impact-driven skilling. The combination of certified training, industry relevance and inclusion ensures long-term value for both learners and the mobility sector.”

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Continental has been working closely with the Collard Group in southern England to enhance both the efficiency and safety of its fleet through the ContiLifeCycle concept. The Collard Group, a family-owned business established in 1994, is a key player in construction, recycling and waste management, employing around 450 people. Its fleet of over 150 specialist vehicles operates in tough environments such as quarries and construction sites, often navigating uneven terrain littered with debris like sharp stones and broken glass.

Within two years of implementing Continental’s ContiLifeCycle strategy – particularly the introduction of hot-retreaded premium tyres – the company achieved a 50 percent drop in tyre-related breakdowns. Transport Manager Lee Troddyn highlights the Bandvulc BIG D tyre as especially impactful, noting its robust tread design and stone-ejection capabilities are well-suited to demanding operational conditions. This has led to less unplanned downtime and greater vehicle availability.

The ContiLifeCycle concept focuses on industrial hot retreading, which allows durable tyre casings to be reused for multiple service lives. This approach not only maintains performance levels comparable to new tyres but also supports sustainability by lowering material consumption and reducing the energy typically required to manufacture brand-new tyres. Troddyn confirms that retreaded tyres have played a direct role in the notable decrease in punctures over the past two years.

Beyond the products themselves, the partnership thrives on strong technical support. Troddyn values the expert guidance from Continental’s team, whether through the convenient online portal or personalised advice on tyre selection, wear monitoring and lifespan optimisation. Paul Adams, Continental’s Account Manager, emphasises the company’s pride in supporting a customer committed to safety, reliability and long-term efficiency.

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