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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Dunlop Motorcycle Europe has expanded its original equipment partnership with Beta Motorcycles, securing a deal to supply advanced Geomax tyres across the Italian brand’s trial and motocross lineups. The enhanced collaboration introduces new standard fitments for both competition disciplines.

For trial applications, the Geomax TL01 replaces the previous D803GP on Beta’s Evo and Sincro models. Engineered with a high-adhesion compound and a specialised block layout for angled terrain, the ultra-sticky tyre has already proven popular among Beta racers and now becomes factory-standard equipment.

In the motocross sector, Beta has adopted the Geomax MX34 for its entire RX range, covering both two-stroke and four-stroke 250 cc and 350 cc variants, as well as the 450 cc model. Designed primarily for intermediate ground, the versatile MX34 performs effectively across diverse surfaces, from soft mud to compacted dirt.

Donato Miglio, Race Team Manager Trial, Beta Motorcycles, said, "Geomax TL01 represents a significant step forward in performance, which is why we decided to adopt it as our original equipment trial tyre. Many of our riders already use it in competition, where it has proven its exceptional grip, stability and handling.”

Fabrizio Dini, Race Team Manager Motocross and Enduro, Beta Motorcycles, said, “In motocross, the latest generation of Dunlop MX tyres features significant performance improvements. Geomax MX34 provides excellent grip, particularly on dry surfaces, giving riders a reassuring feeling of safety and constant control. Both tyres suit our bikes perfectly.”

Miguel Morais, Original Equipment Manager, Dunlop Motorcycle Europe, said, “We are proud to deepen our partnership with Beta through the introduction of Geomax TL01 and MX34 across its latest trial and motocross models. Fitments like these are a strong endorsement of the capabilities of tyres throughout our range, and we’re excited that more and more riders will experience increased confidence and performance that helps them get the most out of their Beta motorcycles from their first ride.”

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The Tire and Rubber Association of Canada (TRAC) has launched Member Spotlight Series, a new monthly initiative designed to profile the diverse organisations and leaders within the nation's tyre and rubber sector. The programme offers comprehensive examinations of member companies, covering their business models, technological advancements, environmental strategies and corporate philosophies.

Pirelli is the first company to be featured, with its profile providing insight into its leadership approach and industry contributions. Subsequent spotlights will be released monthly through TRAC’s digital platforms, including its official website, newsletters and social media channels, with each instalment detailing products, strategic goals and recent achievements.

By sharing these narratives, TRAC intends to bolster member connections and highlight the sector's role in Canada's economy and ecological progress. The series further aims to encourage knowledge exchange and collaboration, allowing members to share best practices and elevate awareness of the proficiency present within the domestic tyre and rubber industry.

Carol Hochu, President and CEO, TRAC, said, “One of TRAC’s greatest strengths is the expertise and leadership found across our membership. The Member Spotlight Series celebrates the companies and people shaping our industry while helping share the stories of innovation, advanced manufacturing, sustainability and collaboration that define Canada’s tyre and rubber sector.”

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TyreSafe has announced a new alliance with Logistics UK, marking a significant step in uniting efforts to enhance road safety, promote sustainable transport and disseminate best practices within the freight and haulage industry. This collaboration formalises the mutual dedication of both organisations to address critical safety challenges facing UK's transport networks.

Logistics UK, a prominent membership association representing over 21,000 enterprises, encompasses the breadth of the supply chain, including road, rail, water and air freight. Its extensive network accounts for nearly half of the national lorry fleet, comprising more than 200,000 vehicles. Through advocacy, training and compliance support, the organisation is instrumental in maintaining secure and efficient supply chains, making it a pivotal partner for TyreSafe's safety initiatives.

The partnership underscores the growing recognition of tyre management as a cornerstone of modern logistics, impacting not only vehicular safety but also operational costs and environmental footprints. Data indicates that a majority of tyres on UK roads are underinflated, leading to approximately GBP 1 billion in annual fuel waste and accelerating tyre degradation. Furthermore, tyre defects are a primary cause of MOT failures, with over two million infractions recorded yearly, and they contribute significantly to roadside breakdowns and motorway incidents.

For commercial fleets, the stakes are particularly high, as proper inflation and tread depth are directly linked to fuel economy, emissions reduction and cost efficiency. As part of this joint effort, TyreSafe will promote its specialised, vehicle-specific safety resources, offering tailored guidance for HGVs, vans and cars. This educational push aims to empower drivers and operators with the knowledge to conduct effective tyre checks, thereby mitigating risks and supporting the logistics sector's sustainability and operational goals.

Stuart Lovatt, Chair of TyreSafe, said, “We are delighted to be partnering with Logistics UK, an organisation that shares our commitment to safer, more sustainable and more efficient transport. Tyres and their maintenance absolutely fundamental to fleet safety and performance. This partnership allows us to extend vital tyre safety messaging to a broad and influential logistics audience at a time when operators are balancing safety, compliance, cost pressures and sustainability ambitions. By working together, we can help ensure tyre safety remains firmly on the agenda across the sector.”

Arthur Gribbin, Engineering Policy Lead at Logistics UK, said, “Efficient logistics depends on vehicles operating safely, legally and reliably. Tyres play a critical role in achieving this, influencing everything from vehicle safety and fuel efficiency to downtime and environmental impact. By partnering with TyreSafe, we are helping ensure our members and the wider logistics community have access to trusted information and practical guidance to support safer and more sustainable fleet operations.”

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Continental has significantly broadened its Gravity mountain bike tyre lineup by introducing 13 new combinations, thereby offering riders extensive customisation options for aggressive trail riding, enduro racing and downhill disciplines.

The expanded portfolio now includes novel size, casing and compound pairings for the Argotal, Kryptotal Front, Kryptotal Rear and Xynotal models. Additional Trail Soft and Enduro SuperSoft variants are available for 29-inch and 27.5-inch wheels, while the trusted mixed-conditions tread remains accessible for 20-, 24- and 26-inch sizes.

This strategic enlargement underscores Continental’s dedication to providing gravity riders with tailored flexibility in balancing grip, control, durability and rolling efficiency. The Enduro casing with SuperSoft compound offers peak traction for demanding trails, whereas the Trail casing with Soft compound delivers a stable and durable option for aggressive riding.

Alexander Haenke, Product Manager for MTB & Gravel at Continental Tires, said, “MTB riders have very different needs depending on where and how they ride. With these 13 new tyre combinations, we are giving riders even more ways to find the perfect balance of grip, control and durability for their individual setup. Whether they are racing enduro, pushing their limits on technical trails or simply looking for maximum confidence on the descents, our expanded Gravity range offers the performance and flexibility they need.”

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