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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Tolins Tyres will open a distribution depot in Gujarat recently, extending its national network into one of India’s fastest-growing tyre markets. The move is intended to shorten delivery times, deepen customer access and support the company’s push to strengthen its presence across western India.

The Kerala-based manufacturer said the new facility would allow it to “penetrate deeper into untapped territories, acquire new customers, and substantially reduce lead times”. Gujarat, a major hub for logistics and commercial vehicle activity, has until now been a limited-reach region for Tolins.

The depot will supply both retread products and new tyres, aiming to provide faster turnaround and improved availability for dealers and fleet operators. Tolins added that the investment aligns with rising demand for retreading solutions, which are increasingly adopted by transport companies seeking cost efficiency.

Dr K V Tolin, promoter of Tolins Tyres, said: “This depot is an important step in our growth strategy for western India. It reinforces our commitment to delivering value and expanding our footprint in key growth markets, and we are confident it will strengthen customer relationships and fuel our long-term growth.”

The company said the site complements its existing manufacturing and distribution footprint. Tolins operates two plants in Kalady, Kerala, close to natural rubber resources, and runs a subsidiary in Ras Al Khaimah in the UAE. Its domestic network spans eight depots and 3,737 dealers, according to the release.

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JK Tyre & Industries Ltd. has reinforced its commitment to the construction and mining sectors with the launch of four new off-the-road (OTR) tyres at the CII EXCON 2025 trade fair in Bangalore. The products, unveiled by Dr R Mukhopadhyay, Director of R&D, expand the company’s specialised portfolio, focusing on application-specific performance for demanding environments.

A key introduction is the all-new SKY GRIP tyre, designed for Aerial Work Platforms and Boom Lifts. The size 355/55D625 tyre aims to provide enhanced stability and superior traction for equipment operating at elevated heights, ensuring safer mobility for articulated and telescopic boom lifts across diverse terrains in construction and industrial settings.

The launch also includes three critical variants for heavy machinery. For backhoe loaders, the 14.00-25 GTL PLUS promises durability and stability during excavation. The 23.5-25 GTL PLUS variant is engineered for wheel loaders, offering improved traction on demanding surfaces. Addressing the extreme conditions of underground mining, the 14.00-20 VEM AS-UG features a reinforced casing and a specialised compound to withstand abrasive environments and the rigorous duty cycles of shuttle cars.

From pioneering India's largest OTR tyres to developing advanced technologies, JK Tyre continues to strengthen its portfolio, providing reliable and high-performance solutions tailored to support diverse industrial operations.

Srinivasu Allaphan, Director – Sales & Marketing, JK Tyre & Industries, said, “India is witnessing a transformative phase in infrastructure development, and JK Tyre remains committed to support this journey. With the launch of our new OTR range at EXCON, we are strengthening our support for equipment that powers critical infrastructure, enabling greater productivity, durability and operational safety across the country’s construction, mining and industrial projects.”

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Eurogrip, a premier two- and three-wheeler tyre brand from TVS Srichakra Ltd., is exhibiting its premium portfolio at Automechanika Dubai 2025 from 9–11 December. The brand's presence at this major global aftermarket trade show marks its third participation. Featured products on display at Stand Z5 - H26 in the Dubai World Trade Centre include the new Trailhound range, comprising the Wild, STR and SCR models, and the Protorq Max prototype.

The showcase also highlights Roadhound, Protorq Extreme, Bee City, Bee Sport, Climber XC, Terrabite DB+ and Beamer VS tyres, alongside popular patterns like Badshah, Badshah LX, Jaya LX and Auto 150. This diverse lineup is the result of advanced research, performance-focused design and sophisticated tyre technology.

T K Ravi, Chief Operating Officer, TVS Srichakra Ltd., said, “Automechanika Dubai continues to be a significant platform for us as we continue to strengthen Eurogrip’s global presence. The expo is a great opportunity for us to engage with partners and customers across the globe, particularly the West Asia, Africa and key Gulf countries. We are delighted to be displaying our high-quality performance-oriented tyres.”

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Galaxy, the off-highway tyre brand owned by Yokohama Off-Highway Tires, has introduced two additions to its construction and mining portfolio at Excon 2025 in Bengaluru, underscoring rising competition in India’s heavy-equipment tyre market.

The manufacturer unveiled the LDSR 500, an all-steel radial tyre for wheel loaders and dozers, and the RTSR 300, a model for rigid dump trucks used in mining and large construction sites. The launches reflect growing demand for tyres engineered to withstand higher loads, harsher terrain and longer operating cycles in India’s infrastructure sector.

Galaxy’s LDSR 500 features a non-directional pattern and deep tread intended to improve stability and extend service life. The RTSR 300 is designed for heavy-load haulage across varied surfaces and incorporates an open-shoulder pattern to aid traction and self-cleaning. Both tyres will be available in compounds tailored to specific applications.

Dyutiman Chattopadhyay, Chief Technology Officer at Yokohama-ATG, said the company aimed to broaden its range of advanced radial and solid tyres for the domestic market. “At Galaxy, we take pride in our customer-centric innovations and are excited to display an array of all-steel radials and large solid tyres that deliver improved wear characteristics and superior & trouble-free performance on tough terrains,” he said. “Our highly automated, state of the art facilities are well-equipped to manufacture customized tyre solutions for the Indian customers and we look forward to serving them.”

Anuj Thakar, Senior Vice-President for India and SAARC at Yokohama-ATG, said India remained a priority region. “India is a key growth market for us and it is a great pleasure to participate in the country’s biggest construction expo,” he said. “Our presence at Excon reflects our commitment to our customers in the region as we continue to provide the best tyre solutions for varied construction needs.”

The Galaxy stand also features several existing products aimed at mining, construction and material-handling fleets. These include the Mine Rock-XT, a nylon-casing tyre for use in both mining and construction; Hulk, a skid-steer tyre engineered for puncture resistance; and the LHD 510 SDS, designed with a deep groove for higher traction and lower heat build-up.

Other models on display include the Giraffe XLW, intended for backhoe loaders; the Yardmaster Radial, used on forklifts; and the LDSR 300 for loaders and articulated dump trucks.

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