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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The YOKOTEN QC Team from Apollo Tyres' Limda Bias Plant has achieved a top honour by securing a podium finish at the prestigious Ashok Leyland Supplier SAMRAT Award Competition 2025. This victory is considered a significant milestone for the company, emerging from a field of 78 competing supplier teams.

Throughout the multi-stage event, the team successfully demonstrated its quality control methodologies and a deep-rooted culture of continuous improvement. The competition involved rigorous evaluations, detailed presentations and a final assessment before a jury. The panel reportedly commended the team's systematic problem-solving techniques and the overall robustness of its quality assurance practices.

Apollo Tyres has stated that such customer recognition is a source of immense pride. The achievement is seen as a direct reflection of the organisation's unwavering commitment to delivering superior quality, value and customer satisfaction. This accolade reinforces the company's ongoing efforts to consistently raise performance standards across its operations.

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Eurogrip Tyres, a leading tyre brand from TVS Srichakra Ltd., is aggressively pursuing international growth, as evidenced by its recent participation in two major motor shows. The brand showcased its premium portfolio at the Expo Moto International Trade Show in Mexico City and the Colombo Motor Show in Sri Lanka, signalling a strategic push into the promising Latin American and South Asian markets.

These events provided a dynamic platform for the company to present its advanced research and technological capabilities directly to a global audience of customers, dealers and distributors. In Mexico, the display featured a comprehensive array of two-wheeler tyres, including popular patterns like the Roadhound and Trailhound STR. Simultaneously, at the Colombo show, the spotlight was on the high-performance Protorq Extreme radial tyre, complemented by other world-class products such as the Terrabite DB+ and Bee Sport, reinforcing the brand's diverse and innovative offerings.

T K Ravi, Chief Operating Officer, TVS Srichakra Ltd., said, “As we continue to build Eurogrip as a leading global 2-wheeler tyre specialist, we remain committed to earning customer trust through products that deliver performance, reliability and value. Mexico and Sri Lanka are key markets for us that help strengthen our brand presence in Latin American and South Asian markets. These international events enable us to strengthen our engagement with customers and partners – we get to give them a first-hand experience of our products and showcase the world-class research and development that goes into the making of each product.”

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Michelin North America, Inc. has channelled the proceeds from its latest annual charity golf tournament, a total of USD 771,000, to 10 community organizations across the United States and Canada. This year’s event was particularly notable for including the company’s first-ever Canadian charitable partner. Since the tournament's establishment in 1989, it has collectively raised over USD 10 million, reflecting Michelin’s enduring commitment to creating a tangible and positive impact in the communities where its employees live and work.

The range of beneficiaries highlights a focus on critical community needs, from child welfare and education to veteran support and cultural enrichment. In Canada, the Breakfast Club of Canada will use the funds to address child hunger by ensuring children have access to a nutritious morning meal, which is essential for their concentration, energy and overall capacity to learn. Meanwhile, in South Carolina, several organisations will benefit. The Champions Center for Special Children offers a therapeutic and educational environment for children with disabilities and complex medical needs. The Greenville Symphony Association continues its long-standing mission to enrich the community through live orchestral performances and educational programmes. Support also extends to the SC School for the Deaf and the Blind Foundation, which provides students with essential supplies and adaptive equipment, and Upstate Warrior Solution, which offers comprehensive services to veterans and first responders with the goal of ending unemployment, homelessness, and suicide.

Further afield, the funding will empower organisations dedicated to advocacy and care. In Emporia, Kansas, SOS, Inc. provides crucial support for victims of sexual and domestic violence, child abuse and human trafficking, offering shelter, resources and community education. Similarly, in Ardmore, Oklahoma, Sara’s Project operates as a children’s advocacy centre, delivering forensic interviews, victim advocacy and crisis education for families affected by trauma and abuse. In Norwood, North Carolina, Tillery Compassionate Care provides hospice and supportive care, aiming to bring hope and peace to nearly 7,600 seriously ill residents it has served since its founding.

The national scope of Michelin's philanthropy is further demonstrated by its support for Junior Achievement of Kentuckiana, which has empowered over 1.5 million youth with financial literacy and career skills, and the Best Defense Foundation. This latter organisation is dedicated to honouring military veterans by providing healing experiences and fostering connection, operating on the powerful principle of taking care of those who served the nation. Through this diverse and strategic charitable investment, Michelin continues to foster stronger, more resilient communities across North America.

Matt Feller, Director of Community Relations at Michelin North America, Inc, said, “Thanks to the generosity and support of our employees, partners and suppliers, this event continues to make an impact. Michelin is committed to being a responsible corporate citizen through philanthropic initiatives and active engagement in local communities. We foster local development and strengthen connections in the communities where our employees live, work and serve. We are proud to welcome Breakfast Club of Canada as our first Canadian beneficiary, alongside nine other organisations serving communities in Upstate, South Carolina; Emporia, Kansas; Ardmore, Oklahoma; Norwood, North Carolina; Louisville, Kentucky; and Solana Beach, California.”

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Nokian Tyres has finalised a significant organisational restructuring in Finland, resulting in workforce reductions designed to enhance its financial performance and operational efficiency. The company will eliminate 35 permanent white-collar roles and will also reassign job responsibilities as part of this change. This outcome is less severe than initially projected, as the company had originally estimated up to 55 permanent layoffs. These measures are scheduled to be fully implemented by the end of 2025.

Furthermore, the plan includes temporary layoffs for approximately 650 production employees, both blue-collar and white-collar, at its passenger car and heavy tyre facilities in Nokia. These temporary furloughs, which will be enacted by the end of 2026, will not exceed 90 days for any individual worker. This initiative, first announced in October 2025, is part of a broader global strategy. While the Finnish negotiations are complete, the company continues to undertake similar processes in its other international operations in compliance with local regulations.

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