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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Michelin has introduced two new high-efficiency tyres – the MICHELIN Primacy ^{5 energy} and MICHELIN Pilot Sport ^{5 energy}. These two new product families have been developed in direct response to the shifting requirements of contemporary vehicle design. With the automotive industry’s rapid transition toward electrification, manufacturers are increasingly demanding tyres that deliver an exacting balance of low rolling resistance, tenacious grip, extended durability and precise handling dynamics. Both new ranges have been engineered to fulfil these criteria, offering tangible benefits such as extended range for electric vehicles and reduced fuel consumption for internal combustion models, all while upholding uncompromising standards of safety and longevity.

The MICHELIN Primacy ^{5 energy} is distinguished by its triple A-rating for wet braking, rolling resistance and external rolling noise. Compared to its predecessor, it achieves wet braking distances that are up to eight percent shorter, both when the tyre is new and when worn down to two millimetres of tread depth. Its best-in-class longevity is enabled by Energy Passive 2.0 Technology, which employs functionalised elastomers, advanced resins and a refined architecture to deliver the highest mileage in its European segment, including on electric vehicles. Independent tests have shown it can outlast leading competitors by as much as 40 percent in comparable conditions. The efficiency gains are substantial, offering up to six percent lower fuel consumption, which translates to roughly 0.3 litres saved per 100 kilometres, along with a 10 percent increase in electric vehicle range. These figures mean substantial fuel savings and a 327 kg reduction in CO₂ emissions over the tyre’s lifespan.

The MICHELIN Pilot Sport ^{5 energy} merges motorsport-derived engineering with energy-conscious design. Leveraging Dynamic Response Technology and a new Adaptive Grip Compound, it delivers the precise steering feedback and superior wet and dry grip expected from a high-performance tyre. MaxTouch Technology addresses the historically rapid wear associated with performance vehicles by optimising the contact patch for even wear distribution, while an Energy Passive compound in the shoulder areas achieves an unprecedented level of rolling resistance for this category. The result is a sport tyre that not only significantly outperforms key rivals in longevity tests but also secures an A rating for rolling resistance. Its endurance credentials were validated during the MERCEDES AMG GT CONCEPT XX world record, where it sustained a constant speed of 300 kmph for nearly eight days, demonstrating exceptional durability and energy efficiency under extreme conditions.

Both ranges are now being rolled out with a clear focus on meeting the specific demands of modern mobility. The Primacy ^{5 energy} is initially available in 33 sizes spanning 16 to 19 inches, while the Pilot Sport ^{5 energy} launches with 19 sizes across 19 to 21 inches. By addressing the dual imperatives of enhanced performance and reduced environmental impact, Michelin aims to reinforce its position in a segment that continues to dominate global tyre sales, offering solutions that cater equally to the needs of electric vehicles, hybrids and traditional internal combustion engine cars.

Jean-Claude Pats, Automobile and Two-Wheel Business Line Director and member of Michelin’s Executive Committee, said, “These innovations reflect a profound transformation in mobility. Today’s tyres must combine performance, longevity and energy efficiency while supporting the transition to electrified vehicles. With MICHELIN Primacy ^{5 energy} and MICHELIN Pilot Sport ^{5 energy}, drivers and manufacturers no longer need to compromise between performance, safety, durability and efficiency. These new ranges demonstrate Michelin’s continued investment in innovation and our ambition to deliver technologies that support the mobility needs of today and tomorrow.”

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TyreSafe, UK’s charity dedicated to raising tyre safety awareness, has formed a new alliance with TMS Consultancy, a specialist in road safety audits and training. This partnership unites two organisations dedicated to reducing casualties through the ‘Safe System’ framework, merging TMS Consultancy’s expertise in engineering with TyreSafe’s focus on vehicle safety advocacy.

With a 35-year track record that includes delivering over 19,000 Road Safety Audits and more than 2,500 training courses for clients across UK, Ireland and beyond, TMS Consultancy brings practical, tailored solutions to the collaboration. This complements TyreSafe’s longstanding mission to advance road safety through education, research and awareness, particularly regarding tyre condition and vehicle maintenance. Together, they aim to close the gap between road design and vehicle safety by embedding TyreSafe’s specialised knowledge into TMS Consultancy’s established training programmes. This equips road safety practitioners with a deeper understanding of how tyre health, braking distances and road surface interaction are critically linked.

This alliance also strengthens TyreSafe’s existing network of more than 250 supporters, which includes local authorities, transport bodies and police forces, helping to spread consistent, evidence-led tyre safety messages widely. Building on existing partnerships with the Institute of Highways Engineers and the Road Surface Treatment Association, TyreSafe continues to advance awareness of the connection between tyres and road infrastructure. By joining forces with organisations involved in road development and maintenance, TyreSafe further embeds the Safe System approach, working to mitigate human error through safer roads, vehicles, speeds and road users, alongside effective post-crash response.

Stuart Lovatt, TyreSafe Chair, said, “Road safety depends on every element of a vehicle being fit for purpose, and tyres are a critical part of that. Working with TMS Consultancy allows us to bring clear, practical tyre safety guidance to more organisations and road professionals, helping them understand how simple checks and maintenance can prevent incidents and save lives.”

Jess Waldron, Director, TMS Consultancy, said, “Partnering with TyreSafe aligns perfectly with our mission to make roads safer for everyone; increasing knowledge and sharing best practice across the sector is a responsibility we take seriously. By sharing TyreSafe’s ACT message through our training and professional networks, we can ensure that vehicle safety becomes a core consideration for road safety practitioners across the board.”

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The ZARE initiative held its 2026 partner meeting on 18 March 2026 in Schwenningen, hosted by the Bavarian used tyre disposal company Reifen Draws, which was simultaneously celebrating its 50th anniversary. Guests were given a firsthand look at the company’s modern recycling operations. For five decades, Reifen Draws has served tyre retailers, car dealerships and repair shops across a 200-kilometre radius, earning a reputation for reliable service and expert advice as a certified disposal firm.

During the meeting, partners described a strained market environment marked by declining business volumes, mounting price pressure and a growing shift towards lower-value scrap. Rising fuel costs add further strain, as these expenses can only be partially passed on. The situation underscores that maintaining stable, high-quality tyre recycling remains a persistent challenge requiring coordinated effort across the entire value chain.

On the political front, partners welcomed developments at the state level, notably the integration of used tyres into North Rhine-Westphalia’s circular economy strategy following an industry roundtable. However, ongoing discussions highlight the need to strengthen recycling markets and improve regulatory frameworks. In this context, a recent call by the European Court of Auditors to reinforce recycling markets – emphasising functioning markets, consistent implementation and reliable EU financing – was noted. The rise in export inquiries from non-OECD countries further reinforces the importance of transparent material flows and clear rules for a sustainable circular economy.

A notable highlight was a presentation by detection-X GmbH on automated tyre damage detection and sorting. A pilot project on damage analysis is already underway with one ZARE partner, aimed at enhancing process efficiency and recycling quality – a significant step towards a more effective circular economy.

For the coming year, the partners have prioritised a joint presence at THE TIRE COLOGNE trade fair, along with refining tendering standards, addressing declining online inquiries and strengthening public outreach. These efforts seek to raise the visibility of certified used tyre disposal and underscore the value of high-quality recycling.

Looking ahead, the new Waste Shipment Regulation, taking effect in May 2026 and becoming mandatory in 2027, will introduce significant organisational and documentation demands affecting international material flows. ZARE partners intend to actively incorporate this topic into relevant industry events.

Overall, the 2026 partner meeting reaffirmed that while the industry faces considerable challenges, it benefits from strong networks, innovative capacity and a clear sense of purpose. In a demanding market environment, close collaboration remains essential as the ZARE partners continue advancing sustainable, high-quality solutions for end-of-life tyres across the entire value chain.

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Toyo Tire Holdings of Americas Inc., the parent organisation of Toyo Tire U.S.A. Corp. and Nitto Tire U.S.A. Inc., has officially inaugurated a new tyre warehouse in Shippensburg, Pennsylvania. This facility is scheduled to commence its initial outbound shipping operations on 1 April 2026, marking a significant step in the company’s efforts to strengthen its presence in the Northeast and Mid-Atlantic regions. The strategic development of this warehouse directly supports the corporation’s midterm expansion objectives while aiming to reduce service times for key dealers and customers throughout that part of the country.

Spanning 409,500 square feet, this distribution hub offers storage capacity for as many as 368,000 tyres. Its primary purpose is to elevate service and distribution capabilities across 14 states in the Northeast and Mid-Atlantic, creating a ripple effect that allows the company’s existing tyre warehouses to operate with greater efficiency and maintain more consistent stock levels. By alleviating pressure on other locations, the new facility helps streamline the broader supply chain network, ensuring that inventory is positioned to meet regional demand more responsively.

In addition to its regional distribution role, the Shippensburg location is set to receive product directly from Toyo’s manufacturing facility in Serbia via the Port of New York and New Jersey. Plans are already in place to convert the site into a Foreign Trade Zone during the latter half of the year, a move intended to facilitate winter delivery operations for Toyo Canada. Equipped with advanced technology tailored specifically for tyre storage, this new warehouse represents the fifth tyre production warehouse and distribution centre established by the company across the continental United States, further solidifying its logistical infrastructure.

Curtis Maggard, Chief Supply Chain Officer, Logistics, said, “This warehouse represents a significant investment by Toyo, providing improved supply and faster service levels to our valued customers in the region. The warehouse is designed specifically for high volume tyre storage and will support Toyo’s sales forecast.”

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