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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The Vredestein Comtrac 2+ has been named the overall winner in the latest summer tyre test by Promobil, Germany’s leading motorhome magazine. The assessment focused on high-demand driving scenarios, with the tyre earning particular recognition for its short stopping distances on both wet and dry pavement.

The test evaluated seven leading summer tyres in size 225/75 R 16 C 121 R on a Fiat Ducato-based motorhome. All competitors were C-type products for vans and campers. The Comtrac 2+ recorded the best wet braking performance at 27 metres from 80 kmph and the highest aquaplaning resistance speed of 93.5 kmph. In dry conditions, it again led the field with a shortest braking distance of 41.1 metres, securing the test winner accolade.

Launched in late 2025, the Comtrac 2+ is available in 21 sizes for 15- to 17-inch rims, including XL load-rated versions. Its wet weather capability comes from a highly dispersible silica filler and a tread pattern designed to expel water. A durable construction, strengthened bead area for stability under load, and reinforced sidewalls for wear resistance contribute to its longevity and handling performance.

Daniele Lorenzetti, Chief Technology Officer, Apollo Tyres Ltd, said, “This latest independent test confirms the Comtrac 2+ is one of the leading C-type summer tyres on the market. Tyre development requires a careful balance of characteristics, and this result shows that we have created a summer product that is an ideal choice for motorhomes operating in increasingly unpredictable weather conditions.”

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Scandinavian Enviro Systems AB (publ) has received a ruling from the Gothenburg District Court regarding its ongoing company reorganisation process. The court decided that the reorganisation, which the company has been undergoing, will continue rather than be terminated.

This legal determination follows a request submitted to the court that sought an end to the restructuring proceedings. In response to that request, Enviro had already provided its own statement  to the District Court arguing for the continuation of the process. With the court’s latest decision now formally issued, the company is permitted to move forward with its planned measures without disruption.

Enviro has expressed a positive view of the court’s ruling, seeing it as an endorsement that allows the firm to persist with the necessary actions aimed at securing a long-term and sustainable business operation.

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Michelin India has opened a new Michelin Tyres & Services (MTS) store in Jodhpur through a partnership with Sushil Tyres. Located on Chopasani Road, the facility expands the French tyre giant’s retail footprint across Rajasthan while offering premium tyre solutions to local motorists.

Spanning 1,800 square feet, the outlet features Michelin’s full range of passenger car tyres alongside modern wheel alignment and balancing equipment. The inauguration was led by Prashant Sharma, Michelin India’s National Sales Director, with the site designed to deliver a premium and convenient service experience.

Jodhpur, known as the Blue City and a fast-growing commercial hub in Rajasthan, benefits from a strong tourism economy and rising numbers of premium vehicle owners. Sushil Tyres, a trusted local name since 1984, brings over four decades of aftermarket expertise, making the collaboration a blend of global technology and deep community knowledge focused on safety, durability and performance.

Shantanu Deshpande, Managing Director, Michelin India, said: “Jodhpur represents a key market in Michelin's growth strategy for the region. The city's rapidly evolving mobility landscape, driven by growing infrastructure and a rising base of premium vehicle owners, makes it an important hub for our retail expansion. The launch of our new Michelin Tyres & Services Store in Jodhpur reinforces our commitment to expanding our network and ensuring greater accessibility to Michelin's premium products and services. This expansion is aligned with our plans to introduce Made-in-India passenger car tyres, reinforcing our commitment to delivering globally benchmarked products tailored for Indian consumers”

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Bridgestone India, a wholly-owned subsidiary of Bridgestone Corporation, has introduced a new brand campaign titled ‘Feel the Bridgestone Difference’. The initiative centres on the often-overlooked role of tyres as the sole critical contact point between a vehicle and the road. While every car is designed with a specific performance level in mind, the campaign argues that a vehicle can only realise its true potential when equipped with the appropriate tyres.

According to the campaign, tyres influence control, safety, confidence and driving smoothness far more than most drivers realise. Even the most well-engineered car delivers an incomplete experience without proper tyre fitment. Bridgestone positions its products as the key to unlocking a vehicle’s full capabilities, allowing drivers to feel a tangible difference on every journey. Over the past 30 years, Bridgestone India has focused on technology, manufacturing excellence, innovation and quality to build products that stand apart.

A key highlight of the campaign is the company’s commitment to staying ahead of industry standards without compromise. Bridgestone tyres offer benefits including better grip, stronger braking, smoother handling, lower road noise, improved fuel efficiency and longer tyre life. Drawing inspiration from nature, the campaign features animals such as the mountain goat, cheetah and rhino to symbolise grip, speed, strength and control in challenging terrains. This creative approach mirrors how Bridgestone tyres are engineered to perform across India’s diverse road and driving conditions.

The campaign serves as a reminder that while every car has built-in potential, the right tyres bring it to life. Promoted across multiple platforms nationwide, the initiative reinforces Bridgestone India’s long-standing promise of performance, safety and reliability for every driver.

Rajiv Sharma, Executive Director – Sales and Marketing, Bridgestone India, said, “Bridgestone has been a trusted name for Indian consumers, and that trust has come from consistently delivering safe, high-quality products and a superior driving experience. Our customers have experienced the Bridgestone difference over the years – whether in better control, smoother rides or long-lasting performance. ‘Feel the Bridgestone Difference’ is a campaign people will instantly relate to because it reflects something they have already felt. With this campaign, we want to take that experience to a larger audience and help more people understand how the right tyre fitment can completely transform the way a car performs.”

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