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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Pirelli has renewed its collaboration with Toyota Gazoo Racing in North American rallying, a partnership that will see the new Toyota GR Corolla Rally RC2 make its competitive debut this weekend at the 100 Acre Wood Rally. This marks the second round of the season and reintroduces the Corolla name to international rally competition.

The vehicle, developed specifically for the RC2 category of the American Rally Association (ARA), is derived from the road-going GR Corolla and has been meticulously refined with contributions from Jari-Matti Latvala and Juho Hänninen. Central to its development was the use of the latest Pirelli AT Scorpion gravel tyres, an advanced evolution of a tyre family already widely respected in the World Rally Championship for its consistent reliability and performance. These same tyres will be used throughout the entirety of the American season.

American driver Seth Quintero has been selected to pilot the new machine for the remaining rounds of the championship, bringing fresh energy to the campaign. The Toyota GR Corolla Rally RC2 represents a significant technical achievement, blending production-based design with competition-focused engineering. The development process benefited from extensive testing and the input of world-class drivers, ensuring the car is well prepared for the challenges of the ARA. With the Pirelli AT Scorpion tyres providing a proven foundation for gravel performance, the team enters the season with strong momentum and clear objectives for the rounds ahead.

Terenzio Testoni, Rally Activity Manager, Pirelli, said, “It’s a pleasure to see our collaboration with Toyota renewed in American rallying with a technically exciting project such as the Toyota GR Corolla Rally RC2. The ARA championship is a top-level series that adds to the many rally and GT programmes supplied by Pirelli around the world. We are ready to bring our experience to support Toyota in this new challenge.”

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Hoosier Racing Tire, a subsidiary of Continental AG specialising in the production of racing tyres, has entered into a significant multi-year agreement with Street Car Takeover, assuming the roles of Presenting Sponsor and Official Tyre for the prominent street car racing series. This collaboration positions Hoosier at the forefront of a dynamic motorsport platform known for its high-energy atmosphere and rapid growth within the automotive community.

The partnership ensures Hoosier's prominent visibility throughout the entirety of SCT's event lineup. This includes a presence at preliminary gatherings, main racing days, collaborative activities and featured car showcases. By becoming the series' official tyre, Hoosier deepens its dedication to the racers and the vibrant culture that defines the sport, ensuring its products are integral to the competition.

Street Car Takeover orchestrates national weekends that combine various forms of racing, including traditional drag racing and roll racing, alongside substantial car shows. These events create an immersive experience centred on street car enthusiasm, drawing thousands of participants and spectators. The diverse competition classes accommodate a wide spectrum of vehicles, from everyday street-driven machines to extensively modified high-performance builds.

To enhance competitor support, a Hoosier Racer Incentive programme will be active throughout the season. Participants using Hoosier tyres across all racing classes will earn additional championship points, providing a tangible reward for their choice of equipment during the SCT tour. This commitment to grassroots competitors extends into the car shows held at each event, where special incentives and awards will recognise exceptional vehicles fitted with Hoosier tyres.

The 2026 Street Car Takeover season is set to commence with its opening event at Famoso Raceway in Bakersfield, California. This weekend marks the first of 17 scheduled race events, where racers and fans will gather to experience a programme filled with high-speed competition, displayed vehicles and continuous activity.

Nic Moncher, Head of Marketing, Hoosier Racing Tire, said, “Street Car Takeover represents the heart of grassroots street-car performance, showcasing real racers, amazing cars, undeniable competition and an incredible lifestyle scene. At Hoosier, our mission has always been to fuel passion, pride and success. We're proud to partner with SCT, bringing even more performance, competition and excitement to every event.”

Chase Lautenbach, Founder, Street Car Takeover, said, “Hoosier Racing Tire is an iconic brand in drag racing, and we couldn’t be more excited to welcome them as the Presenting Sponsor and Official Tyre of Street Car Takeover. Their reputation for performance, innovation and racer support makes them a perfect fit for our racers and our fans.”

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Hankook Tire has introduced the Laufenn S Fit 2, a new addition to its sporty tyre lineup that emphasises consistent performance, efficiency and durability while upholding the premium standards of the Hankook brand. This marks a significant milestone as the first Laufenn model to be selected as original equipment by European automobile manufacturers. The Laufenn S Fit 2 is now widely available in 94 sizes ranging from 15 to 20 inches, with a dedicated SUV version offered in sizes from 16 to 20 inches.

Engineered specifically for the European market, the tyre underwent rigorous testing to ensure it performs reliably across diverse driving conditions. It delivers strong grip and stability for agile cornering on dry asphalt, confident control during heavy rain and a smooth, comfortable ride through city traffic. A key technical advancement is the high silica compound combined with convex tread blocks, which enables nearly 90 percent of sizes to achieve the top EU wet grip classification of A. This represents a 16 percent reduction in braking distance compared to its predecessor. Furthermore, four wide linear grooves enhance water evacuation, resulting in a 10 percent improvement in wet handling and increased directional and lateral stability at higher speeds.

The S Fit 2 also demonstrates notable gains in sustainability and cost efficiency. With a rolling resistance rating between B and C, the tyre supports exemplary fuel economy. The integration of a new generation of polymers contributes to a 15 percent increase in mileage over the previous model, thereby reducing long-term tyre costs. Additionally, the refined tread pattern minimises vibrations and noise, significantly enhancing acoustic comfort.

Beyond its performance credentials, the Laufenn S Fit 2 offers a high load capacity and low weight, making it suitable for a broad spectrum of vehicles. Looking ahead, Laufenn tyres designed for plug-in hybrids and electric vehicles will feature a dedicated EV marking on the sidewall, a strategic characteristic of this second-generation product line that is already present on the S Fit 2.

Jang Hyuk Moon, Vice President – Marketing, Hankook Tire Europe, said, “With the Laufenn S Fit 2, we are strengthening the profile of our brand in the summer segment. The fact that the tyre is also being used as original equipment for the first time is an important milestone and shows that Laufenn is continuing to gain substance in the European market.”

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The AZuR project group on chemical recycling has published a comprehensive glossary to establish clear and consistent terminology in the field of used tyre processing. This resource aims to support a common understanding among industry professionals, scientists, politicians and the media by defining key technical terms and explaining complex processes transparently.

The glossary was compiled by Claus Lamer and Robert Weibold (both of Robert Weibold GmbH), along with Dr Ann-Kathrin Andresen (ING.-UP). It covers essential concepts related to chemical tyre recycling, such as pyrolysis and devulcanization, while also including other relevant recycling methods for context.

Pyrolysis, a central process in chemical recycling, involves the thermochemical decomposition of shredded tyres at high temperatures without oxygen. This process yields valuable outputs like pyrolysis oil, gas and recovered carbon black. The generated gas can be used to power the plant, making the process highly energy efficient. Devulcanisation is another technique highlighted, as it allows vulcanised rubber to be reprocessed into a usable secondary raw material.

These advanced recycling methods are crucial for advancing a sustainable tyre circular economy. They provide a climate-friendly alternative to landfills or incineration for tyres that are no longer suitable for repair or retreading. By transforming end-of-life tyres into valuable secondary raw materials, chemical recycling keeps resources in circulation and reduces reliance on fossil fuels.

With this glossary, the AZuR project group provides a foundational technical reference to guide future discussion and development. It encourages a balanced assessment of the opportunities and limitations of these technologies, promoting innovation that supports a fully functional circular economy.

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