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

Comments (0)

ADD COMMENT

Link Copied!

Pirelli's medium and soft compounds shaped the Mexico City Grand Prix, where Max Verstappen took victory for Red Bull and Kimi Antonelli secured the Formula 1 World Championship with a third-place finish. Lewis Hamilton completed the podium in second for Ferrari at the circuit named after the Rodríguez brothers.

Verstappen triumphed through a two-stop strategy, beginning on mediums before switching to softs on lap 27. After 18 laps on the C5 compound, a red flag stopped the race, and the Dutchman used the pause to fit another set of softs, then resisted Hamilton's challenge to the finish. Hamilton had started on softs, moved to mediums and took another set of softs during the Safety Car that preceded the red flag, later choosing a previously run soft set at the restart while setting fastest laps on both compounds.

Antonelli, at 20, becomes Formula 1's youngest World Champion, breaking Sebastian Vettel's record of 23. The Italian started on softs, switched to mediums on lap 43 and used the red flag to fit another used set of softs, a strategy that delivered third place and the title. The podium contained only World Champions, with Verstappen on four titles, Hamilton on seven and Antonelli on his first.

Antonelli is the third Italian driver to claim the championship. His predecessors also won exclusively on Pirelli tyres, with Giuseppe Farina taking the inaugural 1950 title across six races and Alberto Ascari securing his second consecutive crown in 1953 by winning all eight Grands Prix he entered.

Dario Marrafuschi, Pirelli Motorsport Director, said, “Congratulations to Kimi Antonelli on winning the World Championship. It is a thoroughly deserved success, built on the consistency he has demonstrated throughout the season and sealed today with another outstanding performance, culminating in a podium finish in a race packed with drama alongside two World Champions. Without the neutralisations, a one-stop strategy would have been the most competitive option for this Grand Prix. Both the Soft and Medium compounds proved capable of covering around half the race distance, making it possible to complete the event with a single tyre change. The C5 once again confirmed itself as the benchmark compound in terms of grip and driver confidence, although the performance gap to the C4 was very small, with both compounds showing similar levels of degradation. It was therefore no surprise that every driver chose the Soft for the final stint after the Safety Car, despite also having the Hard compound available.

“From a technical perspective, tyre behaviour was very positive. We recorded no significant graining, and degradation remained within expected levels, proving lower than what had been observed on Friday. A lock-up by Leclerc at the restart following the red flag also provided further evidence of the robustness of Formula 1 tyres. The tyre sliding across the asphalt caused particularly severe localised wear on the front-left tyre, bringing it very close to the internal structural layers. This is certainly not a routine occurrence, but it is one that is consistently taken into account throughout Pirelli’s development and validation processes, including through rigorous indoor testing programmes. The ultimate objective is to ensure that the tyre maintains an appropriate level of integrity even under extreme conditions, allowing drivers to continue racing in complete safety.

“The performance of the Soft compound was particularly interesting, as demonstrated by Antonelli’s lengthy stint. He completed 43 laps while maintaining very limited degradation and a competitive pace right through to the closing stages of the race. The C3, meanwhile, was not considered by the teams because, under race conditions, it did not offer any performance advantage over the two softer compounds. Overall, the data collected confirmed a very clear picture, fully consistent with the simulations carried out before the event, both in terms of degradation and the competitiveness of the various strategic options.”

Comments (0)

ADD COMMENT

Link Copied!

Goodyear has expanded its presence in Norwood with a new Goodyear Auto Service store at 981 Boston Providence Hwy., situated in the Automile area just off Route 1. The store marked its arrival with a grand opening ribbon-cutting ceremony on 30 September, giving local drivers fresh access to professional tyre and automotive care.

Motorists visiting the location can choose from Goodyear and Cooper tyre lines, which cater to a range of vehicles, budgets and driving preferences. Among the Goodyear offerings are the Eagle F1 All Season for year-round capability, the Wrangler Steadfast HT for dependable comfort, the Assurance WeatherReady 2 for all-weather conditions and the ElectricDrive 2 for electric vehicle performance.

Beyond tyre sales and installation, the Norwood team provides oil changes, alignments, brake service, battery replacement, air conditioning service and preventive maintenance. With heavy commuter traffic along Route 1 wearing down tyres and colder weather elevating the need for proper care, the store invites drivers to receive a complimentary tyre air pressure check or consultation. Tyre rotation, wheel balancing and TPMS inspections are also available.

Several promotional offers are currently available. Through 30 November, customers who purchase and install select Goodyear or Cooper tyres with the Goodyear Credit Card can receive up to USD 200 back, while a full-synthetic oil change is priced at USD 69.99 through 1 December at participating locations. Qualifying oil changes and services also earn up to USD 20 in Valvoline rebates through 31 December. The store operates Monday through Saturday from 7:30 a.m. to 6 p.m.

Marsha Nelson, Store Manager, said, “Backed by more than 125 years of expertise, our Goodyear team is ready to help customers choose the right tyres and provide the service their vehicles need to get them where they’re going with confidence. We’re committed to exceptional customer service and top-quality products, and we look forward to building lasting relationships with Norwood-area drivers and their vehicles.”

Comments (0)

ADD COMMENT

Link Copied!

Maxxis International will display its Victra RC-1 tyres on Nissan's Project NAT2 SCCA Touring 2³ car at the SEMA Show 2026, scheduled for 3–6 November at the Las Vegas Convention Center, continuing a partnership with the Nissan Acceleration Team (NAT) that dates to 2020. NAT is an all-volunteer motorsports group staffed by Nissan employees, and the Victra RC-1 has become a popular choice among club racers and enthusiasts for its grip, handling and heat cycle performance.

Project NAT2 is a Nissan Z fitted with upgraded engine, suspension and braking systems for the SCCA T2 road-racing class, which balances performance across production-based sports cars and sedans through rules on eligibility, modifications, weight and tyres. The car will run on 100TW Victra RC-1s in 275/35ZR18, retaining much of its production character while being prepared for serious wheel-to-wheel competition with safety, handling, braking and reliability upgrades.

Visitors can see the Project NAT2 Z and its Victra RC-1 tyres at Nissan's Booth #21521 in Central Hall at the Las Vegas Convention Center. Additional Maxxis tyres are on display at the outdoor booth #82002 in the Silver Lot and the indoor booth #41086 in South Hall Lower near the Bronze Lot.

Comments (0)

ADD COMMENT

Link Copied!

Hankook Tire held its 2026 Design Innovation Day on 30 October at Hankook Technodome, the company’s advanced research and development centre in Yuseong-gu, Daejeon, South Korea. The event, themed ‘Shaping Identity, Sculpting Performance’, gave employees a chance to learn about the tyre maker’s design strategies and major accomplishments.

A central highlight was the company’s first public presentation of a unified product design identity framework covering its principal brands: iON, the world’s first full-lineup tyre brand dedicated to electric vehicles; Ventus, its flagship line and Dynapro, its SUV-focused brand. Hankook Tire also introduced a next-generation product design language for the first time and explained how it will be applied to future products, clarifying each brand’s design direction and creating a consistent approach across the portfolio.

The programme featured three sessions. One addressed design strategies for conveying product performance while preserving brand identity and introduced guidelines for turning ‘invisible performance’ developed during R&D into design elements consumers can recognise, with approaches tailored to different product characteristics. Another session presented the next-generation design language for iON, Ventus and Dynapro, translating each brand’s core values into distinctive design elements. Hankook Tire further shared a framework for collaboration among R&D, product planning, marketing and design teams so they can develop products under unified design standards.

Through the event, Hankook Tire seeks to align design strategies and direction across the organisation, improve product development efficiency and speed decision-making while strengthening global brand recognition and its premium image. The company also aims to bolster design competitiveness in original equipment collaborations with global automakers and in product development for global markets. Hankook Tire continues to earn international design recognition, including three Product Design awards at the 2026 Red Dot Design Awards for Ventus evo, iON AT and Laufenn S FIT2, plus six Design Concept awards comprising two Best of the Best honours and four Red Dot awards.

Comments (0)

ADD COMMENT

Link Copied!