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 developed a new rear tyre solution for the fifth FIM Superbike World Championship round at the Czech Republic’s Most circuit. The track is known for unusually high mechanical strain on rubber, particularly at the rear axle. To address this, Pirelli created the F0468 medium compound rear specification. Its compound matches the D0922, a tyre used at Most in 2025 and at Phillip Island across the previous two seasons. However, the F0468 features an entirely new internal structure for better race-long consistency and improved stability.

This newcomer evolves the E0829 specification, which shared the same compound and appeared at Phillip Island earlier this year. Riders who dislike the F0468 can still choose the D0922 development rear tyre. That option has already proven itself at the unique Czech layout and at Phillip Island, another tyre‑killing circuit. For qualifying and the Superpole Race, Pirelli has designated the standard soft SC0 as the reference rear tyre.

Beyond the premier class, Supersport and SportBike World Championship competitors will also race at Most. Supersport riders receive the same front choices as Superbike: soft SC1 and medium SC2. At the rear, Supersport entries can pick the soft SC0 or the medium SC1. SportBike competitors have used that same medium SC1 on both axles all season.

The tyre lineup thus gives every category familiar options alongside the new F0468. By blending a proven compound with a revised structure, Pirelli targets greater performance consistency without forcing riders to abandon the trusted D0922. Most’s punishing layout will serve as the ultimate test for both solutions.

Giorgio Barbier, Pirelli Motorcycle Racing Director, said, “Over more than two decades as supplier to the Superbike World Championship, Pirelli has built an extremely solid and versatile tyre range. The SCX supersoft rear solution now represents an absolute benchmark for riders and is used in most races on the calendar, with the soft SC0 becoming a valid alternative on some occasions. There are, however, some circuits that are particularly demanding on tyres, such as Phillip Island and Most, which by virtue of their layout and intrinsic characteristics require more specific solutions and more durable compounds, typically medium options.

“In these cases, development work focuses on improving key parameters such as performance and consistency over race distance: objectives that guided the design of the new rear solution in F0468 specification. To complete the allocation, riders will in any case also have the well-proven D0922 option available, which has shown that it can effectively handle the particular stresses imposed by this circuit. It will be interesting to assess whether the new F0468 medium will be able to raise the performance level beyond that of the D0922 further still.”

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Linglong Tire Vice President Feng Baochun represented the Chinese tyre industry at the Intelligent Electric Vehicle Development High-Level Forum 2026, held in Beijing in April. He addressed the session titled ‘New Stage, New Drivers, New Ecosystem – Market and Consumption’, sharing the latest insights into tyre market developments.

During his presentation, ‘Reinventing Product Values, Strengthening a New Smart Mobility Ecosystem’, he explained that profound changes in the automotive sector – driven by artificial intelligence, shifting environmental factors and globalisation – are redefining the role of the tyre. He stated that tyres are evolving from traditional safety components into critical parts that significantly influence overall vehicle performance.

To meet these demands, Linglong is actively building innovation drivers in global research, development and marketing, aiming to become a product and service provider for intelligent mobility rather than remaining a classic tyre manufacturer. The company currently focuses on optimising rolling resistance. Through new sustainable materials and advanced compound technologies, Linglong has achieved a balance between energy efficiency and performance.

This balance is an indispensable requirement for major national and international automotive manufacturers. Linglong continuously researches, develops and tests with these partners to meet strict original equipment tire standards, reinforcing its commitment to the new smart mobility ecosystem.

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Balkrishna Industries Ltd (BKT) has unveiled an ambitious expansion and investment roadmap aimed at more than doubling its revenue to around INR 230 billion by FY30, backed by a cumulative capital expenditure of INR 68 billion.

The company said the investment programme would strengthen its leadership in the off-highway tyre (OHT) segment, expand carbon black capacity and accelerate its entry into India’s on-highway tyre market. The strategy forms part of BKT’s long-term plan to achieve an estimated 8 percent global market share in the OHT segment by FY30.

BKT has already announced INR 13 billion of capex for OHT tyres in August 2024 and an additional INR 35 billion investment in May 2025 for on-highway tyres, rubber tracks, carbon black and power plant expansion. The board has further approved INR 20 billion in additional capex to support capacity expansion, infrastructure development, AI-enabled automation and sustainability initiatives.

As part of the OHT expansion strategy, BKT said ongoing debottlenecking and capacity enhancement initiatives would raise OHT tyre capacity to 425,000 metric tonnes per annum (MTPA). The company is also expanding its dedicated rubber tracks manufacturing facility while strengthening its mining tyre portfolio.

In the carbon black business, the company is scaling up production to improve raw material integration and energy efficiency. BKT said Phase 1 capacity has already been increased to 265,000 MTPA along with a 24 MW cogeneration power plant, taking total cogeneration capacity at Bhuj to 64 MW. Phase 2 expansion, which will raise carbon black capacity to 360,000 MTPA, is expected to become operational in Q1 FY27.

The company is simultaneously building its on-highway tyre business in India through a modular approach focused initially on premium passenger car radial tyres and commercial vehicle radial tyres. Commercial vehicle radial tyres were pilot launched in Q4 FY26, while passenger car radial tyres are scheduled for pilot launch in Q3 FY27.

For FY26, BKT reported standalone revenue of INR 106.56 billion, while net profit stood at INR 12.22 billion. OHT sales volumes rose 1 percent year-on-year to 317,356 MT.

The company said the expansion programme is expected to enhance profitability through stronger operational integration, scalable infrastructure and an expanded product portfolio, with blended EBITDA margins projected in the 23–25 per cent range after full commercialisation of the new capacities.

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Continental has unveiled plans to build a highly automated finished-goods warehouse in Mount Vernon, Illinois, representing an investment of roughly USD 76 million. The new facility, which will cover an area larger than six American football fields and hold approximately 500,000 passenger car tyres, aims to address growing demand across North America while improving service levels and customer support. Construction is scheduled to begin in the summer of 2026, with operations expected to launch the following year.

The Mount Vernon location already holds the distinction of being Continental’s largest tyre production facility in United States and serves as a linchpin for its supply network throughout the Americas. Tyre manufacturing has been a constant at this site for over 50 years, dating back to its 1974 opening; Continental took ownership in 1987. Today, the vast campus – measuring more than 320,000 square metres – produces tyres for passenger cars, light trucks and commercial vehicles, churning out roughly 11.4 million units annually while employing over 3,500 people.

Continental continues to advance digitalisation and automation across its global manufacturing operations, which include 19 tyre plants in 16 countries. The company is prioritising new technologies, alternative materials, environmentally friendly production methods and ongoing improvements in logistics efficiency.

Tansu Işık, CEO, Continental Tires Americas, said, “Our new highly automated finished-goods warehouse underscores our growth ambitions in North America. The new facility will enhance our ability to serve customers with greater speed and flexibility while strengthening our overall distribution network in the region.”

Nik Pearce, Plant Manager of Continental’s Mount Vernon tyre plant, said, “This investment is a strong signal for the future of our Mount Vernon plant. It enhances our capabilities, further modernises our operations and makes our plant logistics more efficient. At the same time, it strengthens our operations at local level and creates new development opportunities for our employees.”

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