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 supplying a special edition of its new 30-mm Grand Prix 5000 TT TR tyre for the Bugatti Factor ONE, a distinctive bicycle born from the partnership between the prestigious automotive marque and high-performance bike manufacturer Factor Bikes. This collaboration steps outside traditional cycling regulations to merge automotive engineering precision with advanced bicycle innovation, resulting in a machine focused on aerodynamic efficiency, precise handling and stable control at elevated speeds.

The tyre selected for this exclusive bicycle represents one of two recent size additions to Continental’s Grand Prix 5000 family, a product line engineered for reliable performance across diverse road conditions. Developed with a focus on pure velocity, the Grand Prix 5000 TT TR utilises a simplified casing construction to reduce both weight and rolling resistance, a feature trusted by elite competitors.

Now available in 30 mm width, this tyre offers an expanded contact patch that improves stability and grip during fast cornering while maintaining composure over extended distances. This combination of confidence and control allows riders to tackle technical sections more aggressively, fully utilising the bicycle’s capabilities. As the fastest model within the Grand Prix 5000 lineup thanks to its specialised two-ply casing that further minimises rolling resistance, the TT TR is a fitting match for the limited-edition Bugatti Factor ONE.

Limited to a worldwide production run of just 250 individually numbered units, the Bugatti Factor ONE embodies the exclusivity and meticulous detail characteristic of the Bugatti name. With the Continental Grand Prix 5000 TT TR serving as a critical performance element, the bicycle delivers a riding experience defined by uncompromising engineering and a world-class collaborative vision.

Rob Gitelis, Founder, Factor Bikes, said, “We’re thrilled to have been able to work together with Continental to create these special edition Bugatti Continental Grand Prix 5000 TT tyres. We’ve partnered with Continental to provide the tyres for all our bikes, and since they make the best tyres in the world, it was a natural choice to collaborate with them on these very special tyres for the Bugatti Factor ONE.”

Karsten Jacke, Global Head – Bicycle OE Sales, Continental, said, “We are highly honoured to be part of this premium project. Each Factor bike begins with a non-negotiable purpose. And here, with the Bugatti Factor ONE, it was Bugatti’s maxim to provide nothing but the best for their customers. Both brands’ values of excellence, courage and dedication create a perfect match with Continental’s ambition to Lead the Ride. It’s just great to see this collab rolling on our special edition Grand Prix 5000 TT TR tyres.”

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TBC Corporation, one of North America’s largest marketers of automotive replacement tyres through wholesale and franchise operations, marked a significant milestone on 23 March 2026, celebrating seven decades in the automotive industry. In recognition of this achievement and the company’s broader influence, the Palm Beach County Board of Commissioners officially proclaimed the date as TBC Corporation Day, honouring the organisation’s deep-rooted impact on both its sector and the local communities it serves.

Originating in 1956 as a simple purchasing cooperative for tyre retailers, TBC has since evolved into a sprawling enterprise. The company now employs over 3,000 people, maintains more than 130 strategically located distribution centres across US and Mexico and operates globally. Its presence spans the entire automotive value chain, encompassing nearly 470 franchised Big O Tires locations alongside wholesale distribution, supply chain services and third-party manufacturing.

Beyond its commercial footprint, TBC prioritises social responsibility through its ‘Driven to Give’ initiative. This programme channels the company’s commitment to environmental stewardship and community engagement by fostering volunteerism, sustainable business practices and targeted corporate giving, ensuring a positive impact in the areas where its employees live and work.

Don Byrd, CEO, TBC, said, “At TBC, we are building on our legacy by focusing on our purpose to be the distributor, franchisor and employer of choice in the markets where we compete through a steadfast commitment to excellence. We are proud of what we’ve achieved in our 70 years, and we strive to continue to be the most trusted provider of innovative and efficient solutions for our customers, franchisees and business partners.”

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Atturo Tires, a leading private brand of performance-focused tyres for light truck, SUV, crossover, UTV, hybrid, EV and performance vehicles, has confirmed it will continue as the Official Tyre Partner of the Professional Fighters League throughout North America for the 2026 season. This marks the second year of collaboration between the performance tyre manufacturer and the rapidly expanding mixed martial arts organisation. Building on a successful 2025 campaign that delivered more than 300 million impressions, the renewed agreement underscores Atturo’s dedication to supporting the league’s growth.

The partnership will be featured across the PFL’s North American event schedule. Atturo’s presence will include in-arena branding at all 10 United States events, beginning in Pittsburgh and Chicago, as well as broadcast visibility on ESPN platforms. Further integration comes through continued sponsorship of the ‘Keys to Victory’ segment, where analysts break down matchups. Collaborative digital content and brand ambassador activations tailored for MMA audiences will also extend the brand’s reach.

Alongside the renewed agreement, Atturo has introduced two official brand ambassadors for 2026: welterweight Logan Storley and bantamweight Sergio Pettis. Storley, a former interim Bellator welterweight champion and four-time NCAA Division I All-American, is set to headline the PFL’s return to Sioux Falls on 2 May. Pettis, a former Bellator bantamweight champion known for his polished footwork and technical striking, will headline the 11 April event in Chicago against undefeated Mitch McKee.

Both fighters carry strong followings within North American MMA, offering Atturo meaningful connections to an engaged consumer base. Storley’s championship pedigree aligns with the brand’s performance-driven identity, while Pettis’s skill positions him as a central figure in the 2026 title picture. Through these ambassador relationships and the broader sponsorship framework, Atturo continues to embed itself within the league’s marquee moments and fan-facing platforms.

John Martin, CEO, Professional Fighters League, said, “We’re excited to extend our relationship with Atturo Tire, a brand that aligns with our dedication to innovation and performance. As PFL continues to expand globally – including new partnerships in France, China, Mexico and Central America – our North American events remain a major foundation of our programming, and Atturo is a strong fit for that regional focus.”

Michael Mathis, President, Atturo Tires, said “Atturo is proud to remain the Official Tyre Partner of the PFL in North America. The PFL’s North American fan base is passionate, fast-growing and deeply engaged – exactly the kind of audience that resonates with our high-performance product line. We’re thrilled to continue showcasing the Atturo brand alongside the PFL’s elite athletes throughout the 2026 US season.”

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TyreSafe, UK’s charity dedicated to raising tyre safety awareness, has issued a fresh warning to owners of caravans, motorhomes and trailers as vehicles emerge from winter storage, highlighting a significant rise in towing-related incidents across UK roads. New data reveals that between 2022 and 2024, there were over 16,700 incidents involving towed vehicles on the Strategic Road Network, with a 16 percent increase over that period. The majority were breakdowns, and trailers made up the largest proportion, followed by caravans and horseboxes. With nearly four out of five such incidents classed as breakdowns and many considered preventable, TyreSafe stresses that tyre condition and air pressure are essential checks after prolonged periods out of use.

Tyres can deteriorate while stationary, even when they appear undamaged. Air pressure often drops during storage, and combined with rubber degradation, this greatly raises the risk of failure once back on the road. For caravan owners, under-inflated tyres can lead to instability or snaking, especially in crosswinds or when passed by large vehicles, while the extra flexing increases the chance of tread separation under heavy loads. Motorhomes face distinct risks due to their heavier, permanently laden construction, which places sustained strain on tyres. A blowout can be harder to control given the higher centre of gravity, and flat spotting from long storage periods may cause internal damage that manifests as vibration at speed. Horseboxes and trailers stored for extended intervals are equally vulnerable, as tyres can suffer internal weakening without visible signs.

Correct tyre pressure on the towing vehicle is just as critical. Under-inflated rear tyres can cause the vehicle to sag under nose weight, altering weight distribution and reducing steering precision and braking effectiveness. Pressures should always be adjusted according to manufacturer recommendations for towing loads. Motorhome owners must also pay attention to CP-marked tyres, which are specifically designed for camping vehicles and often require significantly higher pressures—sometimes up to 80 PSI—compared to standard car tyres. Using lower car-type pressures leaves them dangerously under-inflated, leading to excess heat, sidewall stress, and potential failure.

Tyres that have lost pressure are more prone to overheating, rapid wear and sidewall cracking, which occurs when rubber polymers degrade. Cracking can appear on the sidewall or tread even in lightly used tyres, particularly if storage conditions are poor, and can compromise structural integrity over time. Factors such as air loss while stationary, oxidation, UV and temperature extremes, ozone exposure and improper storage all contribute to deterioration. Unlike regularly used vehicles, stored vehicles miss out on the benefits that help maintain tyre flexibility and pressure stability.

TyreSafe urges road users to embrace the simple ACT protocol: regular checks of air pressure, condition and tread depth.

Stuart Lovatt, Chair of TyreSafe, said, “With towing incidents rising, tyre safety has never been more important. Air pressure naturally reduces over time, and tyres that are both under-inflated and degraded are far more likely to fail. When towing or driving a motorhome, tyres operate under higher loads and stresses, so even small weaknesses can have serious consequences.”

Sarah Smithurst MBE, Chief Operating Officer, NTTA, said “Many caravans, trailers and horseboxes spend months in storage over the winter, and during that time, tyres can slowly lose pressure or begin to deteriorate without the owner realising. Because these tyres are often carrying heavy loads when they return to the road, even small issues can quickly become serious safety risks.

“Before towing for the first time each season, owners should take the time to check tyre pressures against the manufacturer’s recommendations and carefully inspect the tyres for signs of cracking, damage or excessive wear. It’s also important not to overlook the tyres on the towing vehicle itself, as they play a vital role in maintaining stability and control when towing. A few simple checks before setting off can make a significant difference to safety and help prevent avoidable breakdowns or incidents on the road.”

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