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

Nynas, with its strong commitment to innovation and product sustainability, recently commissioned an independent study to evaluate the environmental impact of its products across four key application areas: transformer oils, lubricating greases, tyres and bitumen binders. Conducted by Future Earth Analytics, LLC, the research revealed that many Nynas products deliver significant sustainability advantages, often surpassing industry performance benchmarks.

The study highlighted several environmental benefits across different applications. In transformer oils, certain Nynas products improve cooling efficiency and energy transmission, reducing energy losses during operation. For tyres, specific Nynas tyre oils contribute to lower rolling resistance, which helps decrease fuel consumption in vehicles. In lubricating greases, the use of naphthenic base oils reduces reliance on lithium – a resource-intensive material – while also cutting energy consumption during production. Additionally, Nynas’ strategic location near bitumen customers minimises transportation distances, thereby lowering associated emissions.

The findings underscore a substantial environmental impact: had customers opted for alternative products instead of Nynas’ offerings in 2023, an additional 740,000 tonnes of greenhouse gas emissions would have been generated. This saving is equivalent to avoiding the consumption of five million barrels of oil.

To assess these benefits, researchers employed a dual analytical framework combining Life Cycle Assessment (LCA) and Net Energy Analysis (NEA). This approach allowed for a detailed comparison of energy savings and emissions reductions across different lifecycle phases, such as cradle-to-gate and use-phase impacts. By focusing on stages where variations occur, the study provided a quantitative evaluation of how choosing Nynas products can lead to measurable energy and emissions savings compared to market alternatives. The results reinforce Nynas’ leadership in delivering sustainable solutions that support a lower-carbon future. 

Marika Rangstedt, Sustainability Manager, said, “The beneficial effects are true not only for our recent circular or renewable products, but also for many of our traditional products. We are leading the way in sustainability and setting new standards for product related environmental responsibility within our industry.”

Westlake Performance Tyres, a brand of ZC Rubber, has teamed up with German motorsport team Red Bull Driftbrothers as the new official supplier and tyre partner. The company will supply its Westlake Sport RS tyres for the team’s two 1,000 hp BMW M4s.

Munich marketing agency die agentour was the driving force behind the collaboration. The Red Bull Driftbrothers and ZC Rubber have a long-term cooperation that benefits both parties in many ways. Giving the team tyres will help with technical advancements based on driver Elias Hountondji's input, among other things. The collaboration will also help ZC Rubber spread the word about the Westlake brand throughout the European market. Demonstrating the products' and technologies' performance and quality in harsh environments is also a clear signal to the European OEM and replacement market.

This year's ADAC RAVENOL 24h Nürburgring marked the debut of the new collaboration. The Red Bull Driftbrothers created a stir among the record-breaking audience when they performed a display drift in their recently tyred BMW vehicles during the pre-race of the renowned race. The Westlake Sport RS tires were especially taxed by the high track temperatures.

Henry Shen, Deputy General Manager, Zhongce Rubber Group (ZC Rubber), said, “We’re proud to be the tyre partner of Red Bull Driftbrothers. Their trust in WESTLAKE, especially the performance of our SPORT RS on the demanding drift circuit, is a powerful endorsement. This partnership is built on a shared drive to push boundaries, and we’re excited to support their passion with our technology on the global stage.”

Elias Hountondji, driver and engineer of Red Bull Driftbrothers, said, “We are very excited about the partnership with Westlake Performance Tyres and ZC Rubber. Tyres are crucial for our sport. They have to withstand extreme abuse while providing a consistently high level of grip right to the end. The Westlake Sport RS is the perfect choice for this. It is extremely stable across the entire temperature range and the entire tread depth. Even with a very low tread pattern, you still have complete confidence as a driver.”

German premium tyre manufacturer Continental Tires has inaugurated its fourth Continental Premium Drive (CPD) dealership in Thane in Mumbai, Maharashtra.

The new facility spans across 3,400 sqft and is equipped with tyre and vehicle care equipment to cater to the needs of premium and luxury vehicle owners. With this, Continental Tires has a robust network of 200 CPD brand stores across the country as part of its ‘In the market, for the market’ approach.

The CPD offers tyre puncture repair, tyre replacement, battery charging, AC & brake servicing, wheel alignment & balancing and nitrogen filling among other services.  

Samir Gupta, Managing Director – India and Head of Central Region Asia-Pacific, Continental Tires, said, "The opening of our new store in Thane reinforces our strategic focus on delivering excellence in safety, comfort, and performance. This expansion is a testament to our unwavering commitment to serving customers with best-in-class products and services. With several new CPD outlets in the pipeline, we are poised to accelerate our growth. Aligned with our ‘In the Market, For the Market’ approach, we are strengthening our retail network to better meet the evolving needs of customers across Maharashtra, and India at large."

Jawahar Diwan, Owner, Diwan Auto Care, said, "We are thrilled to further strengthen our partnership with Continental Tires with the addition of another CPD store in the Thane district. With six service outlets serving customers across Mumbai, Thane, and Bhiwandi, we are equipped with state-of-the-art technology tailored for servicing premium and luxury vehicles, offering high-quality solutions to end-consumers.”

Cabot Corporation has once again achieved a platinum rating from EcoVadis, marking the fifth consecutive year it has received this top-tier recognition. This places Cabot in the top one percent of over 150,000 companies evaluated globally, underscoring its strong commitment to environmental, social and governance (ESG) performance. The recognition highlights Cabot’s progress in promoting sustainability, transparency and ethical practices throughout its operations and supply chain. Notably, the company improved its overall score this year, with significant gains in sustainable procurement, while maintaining ‘outstanding’ scores in both environmental performance and labour & human rights.

EcoVadis assesses companies across four critical areas – environment, labour & human rights, ethics and sustainable procurement – using internationally recognised sustainability standards such as the Global Reporting Initiative, the United Nations Global Compact and ISO 26000.

In addition to its EcoVadis success, Cabot received its 2024 ratings from CDP, earning a ‘B’ in both climate change and water security. These scores place Cabot among the top-performing carbon black manufacturers reviewed by CDP, a global leader in environmental impact disclosure. Despite increasingly rigorous assessment criteria, Cabot continues to meet the rising standards, reflecting its dedication to advancing sustainability and driving continuous improvement across all facets of its business.

Jennifer Chittick, Senior Vice President, Safety, Health and Environment (SH&E); Chief Sustainability Officer, said, “We are proud to once again be honoured by EcoVadis at the highest distinction for our exceptional sustainability performance. With EcoVadis setting higher standards year after year, this recognition reflects our team’s unwavering commitment to continuous improvement – consistently identifying and implementing opportunities that further advance our sustainability efforts. As we continue our journey towards a more sustainable future, we remain dedicated to leading by example in sustainability and maintaining transparency throughout our value chain.”