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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Continental is providing comprehensive tyre support to Royal Den Hartogh Logistics, a Dutch family-owned leader in container-based bulk transport for the chemical and food industries. With a history of collaboration exceeding 60 years, the tyre manufacturer now supplies professional tyre management and rolling resistance optimised tyres from the Conti Eco Gen 5 family to the logistics firm’s European fleet of over 900 vehicles.

Peter Rodenburg, Senior Technical Manager at Den Hartogh, has identified safety, costs and the energy transition as the biggest challenges in the company’s Europe wide operations. His assessment highlights the need for more fuel-efficient driving and emission reductions. Meanwhile, Hinnerk Kaiser, Head of Product Development for Bus and Truck Tires at Continental, notes that the fifth generation of the Conti Eco tyre family is specifically designed to address transport sector customer needs and Europe’s dynamic regulatory environment.

The vehicle fleet operates across Europe with the latest generation tyres, supported by Continental’s Pull Point tyre monitoring, breakdown analysis and cost evaluation. Rodenburg has confirmed that the Eco tyre’s optimisation for rolling resistance delivers significant benefits in fuel efficiency and overall performance. The Conti Eco HD 5 has demonstrated its value in both fuel economy and mileage while also performing reliably under varying road and weather conditions.

Rodenburg has reported that after one year of joint fleet monitoring, the first impression of tyre performance and wear is positive. The switch to this tyre, combined with other vehicle optimisations, has yielded measurable cost savings. He states that with the complete package in place, the company has seen significant improvements in average fuel consumption of up to eight percent, making the move to the Conti Eco HD 5 a positive decision.

Looking ahead, Rodenburg acknowledges that the energy transition is taking shape, though the speed of fleet electrification remains uncertain. He emphasises that energy is becoming more expensive and must be used as efficiently as possible, with rolling resistance and air resistance representing losses to be minimised. An optimal tyre, he concludes, brings measurable benefits at every stage of the fleet’s transformation, an area where the rolling resistance optimised Conti Eco Gen 5 excels in contributing to fleet optimisation.

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The Goodyear Tire & Rubber Company has been named the ‘Top Manufacturer of the Year for Summer Tires 2026’ by Auto Bild, one of Europe’s leading automotive publications. The accolade recognises the brand’s outstanding performance across the season’s independent tyre tests, marking the fourth time in five years that Goodyear has secured this top honour. Auto Bild’s award is based on aggregated results from its recent summer tyre comparisons, with Goodyear previously earning the same distinction in 2022, 2023 and 2025.

Goodyear shared the leading position with Hankook Tire after outperforming several industry rivals. Auto Bild editors twice awarded the Eagle F1 Asymmetric 6 an ‘Exemplary’ rating, also naming it Eco Champion and Green Tire of the Year. Those distinctions highlight the tyre’s balanced capabilities in performance, efficiency and sustainability, reinforcing Goodyear’s ability to deliver consistent results in rigorous independent evaluations.

Beyond the flagship award, Goodyear’s summer tyre portfolio achieved multiple podium finishes and top recommendations during the 2026 testing season. Highlights include a first-place result in Mootori’s summer tyre test in Finland, as well as podium wins from Auto Zeitung, ADAC and Sport Auto. From safety-critical braking to efficiency-focused rolling resistance, Goodyear tyres continued to set benchmarks across Europe in independent assessments.

Jan-Piet Van Kesteren, Managing Director EMEA & Chief Sales Officer EMEA Consumer, Goodyear, said, “Being named ‘Top Manufacturer of the Year for Summer Tires’ once again by Auto Bild is a strong recognition of the consistent performance we are delivering across our tyre portfolio. Achieving this award four times in the past five years highlights the strength of our product lineup and our commitment to innovation to ensure that our high-quality tyres meet the evolving needs of drivers. At Goodyear, our ambition is to be #1 in tyres and service, and recognitions like this reinforces the progress we are making towards that goal. We remain focused on developing products that combine performance, safety and sustainability while continuing to deliver value to our customers and partners.”

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Dunlop Motorcycle Europe has strengthened its position in the urban mobility sector by launching the ScootSmart 2, a new all-season scooter tyre engineered to enhance grip, handling and durability under a variety of city riding conditions. The tyre is designed for riders who depend on their scooters for daily transportation, from short commutes to longer journeys through metropolitan areas.

Building on the original ScootSmart introduced in 2012, which gained a strong reputation among scooterists for reliable all-weather performance and longevity, the second-generation model addresses the evolving needs of modern riders. Dunlop has incorporated its sport touring expertise into the ScootSmart 2, blending advanced motorcycle tyre technologies with a design specifically tailored for scooters. The tyre features a new high silica compound that improves traction across a wide range of temperatures and road surfaces, including wet and dry conditions, while preserving mileage performance.

An all-new tread pattern distinguishes the front and rear tyres for specific handling benefits. The front tyre includes a jagged centre groove to cut through surface water and reduce braking distances, with main grooves oriented for effective water dispersion at intermediate speeds. Secondary grooves and shoulder tread elements boost grip on slippery surfaces. At the rear, a continuous tread centre supports wear resistance and dry-road traction, while the groove layout maintains wet-weather grip. Dunlop’s internal testing indicates a 10 percent reduction in wet braking distance compared to the previous version, marking a clear safety improvement.

ScootSmart 2 offers extensive size coverage for a broad range of scooters, from lightweight city models and retro designs to high-end performance maxi scooters. The lineup will ultimately include 75 sizes covering rim diameters from 10 to 16 inches, accounting for roughly 84 percent of the scooter market. Availability across Europe begins in the second quarter of 2026, with the full range arriving in the fourth quarter of that year.

Roberto Finetti, Marketing Manager, Dunlop Motorcycle Europe, said, “With the introduction of ScootSmart 2, Dunlop builds on the proven success of ScootSmart to deliver a clear step forward in performance for today’s scooter riders. The tyre offers stable and well-balanced handling, even for the most demanding riders with a more spirited riding style. Urban riding is full of contrasts. ScootSmart 2 is designed to handle all of them, and our broader launch campaign brings that idea to life in a way that feels dynamic, with playful assets that resonate with the needs of riders in cities, always ready to stop and go.”

Dmitri Talboom, Product Manager, Dunlop Motorcycle Europe, said, “In developing ScootSmart 2, we set out to build on a product that already had a very strong reputation among scooter riders across Europe. We have combined expertise from our sport touring products with a design tailored to optimise urban riding, and have achieved marked improvements in wet grip, braking and handling. The end result is a tyre that gives supreme all-round performance while also delivering the versatility that is essential for everyday use across sporty, classic, high-end performance and commuter scooters.”

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Cooper Tires has strengthened its product offering in the Europe, Middle East and Africa region with the introduction of the Cooper Summer tyre range. This newly launched portfolio is specifically designed for passenger car and sport utility vehicle drivers seeking dependable, no-nonsense performance across a broad spectrum of summer road conditions. The lineup is purpose built without unnecessary frills, focusing squarely on reliable everyday driving.

The Cooper Summer range spans the ultra-high-performance, high-performance, and sport utility vehicle segments, delivering a balanced driving experience where it matters most. Key engineering priorities include energy efficiency, confident braking on wet surfaces and extended tread life. Every tyre in the lineup is engineered to maintain grip consistently over time, ensuring that vehicles can handle daily demands without sacrificing safety or longevity.

This product launch coincides with the rollout of Cooper Tires’ refreshed global brand identity, which draws on over a century of proven durability. The new visual branding underscores the company’s longstanding commitment to rugged reliability and hard-earned confidence, appealing to drivers who value substance over promotional claims. The Cooper Summer range embodies this philosophy by promising road-tested performance rather than empty marketing rhetoric.

The portfolio covers 162 stock keeping units across rim diameters from 14 to 22 inches, addressing 81 percent of the most sought-after fitments in the region. All tyres in the range are electric vehicle ready, reinforcing Cooper’s dedication to durable engineering for modern mobility. To achieve dependable summer performance, the tyre relies on a lightweight, optimised casing with advanced materials that reduce rolling resistance while maintaining high speed stability. An asymmetric tread pattern maximises road contact, and enlarged outer shoulder blocks improve braking stability, while well distributed grooves quickly evacuate water to reduce aquaplaning risks. Stiffer ribs and a balanced footprint promote even pressure distribution, reducing irregular wear, and the compound architecture preserves tread stiffness throughout the tire’s life.

Independent testing by the German publication Auto Motor und Sport in size 195/55R16 placed the Cooper Summer in seventh place with a good rating, praising its safe, precise and reliable handling on both wet and dry roads along with very good aquaplaning protection and rolling comfort. With speed ratings of H, V, W and Y, width ranges from 165 to 285 mm, and aspect ratios from 30 to 70, the Cooper Summer portfolio is positioned to support dealers through the 2026 summer season and beyond, proving that Cooper continues to deliver tough, well-engineered products for real world demands.

Ben Glesener, Senior Technology Director Product Development Consumer EMEA, said, “With the Cooper Summer range, we set out to build a summer portfolio drivers can rely on without hesitation. We engineered this portfolio around three benefits that matter most – energy efficiency, confident wet braking and strong tread wear – and made sure every element of the tyre works together to support them. From the asymmetric tread pattern to the lightweight yet robust casing, Cooper Summer delivers balanced performance without compromise. It’s a significant step forward for Cooper in EMEA, and a clear expression of what the brand stands for today: dependable performance, built with purpose.”

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