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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TyreSafe, UK’s leading tyre safety charity, has entered a new partnership with West Yorkshire Police, reinforcing a joint commitment to road safety and reducing fatalities and serious injuries across the county. The collaboration arrives amid concerning road safety figures, with 51 deaths and 1,210 serious injuries recorded on West Yorkshire’s roads in 2025.

The two organisations will work together to highlight the essential role tyres play in road user safety. Drivers will be encouraged to perform routine checks on tyre pressure, tread depth and overall condition. The initiative also supports West Yorkshire Vision Zero, which aims to eliminate deaths and serious injuries from the county’s roads.

West Yorkshire Police becomes part of a growing network of over 260 organisations partnering with TyreSafe to promote safer motoring and enhance public understanding of tyre safety. A rising number of police forces now recognise tyre safety as a vital component of their broader road safety efforts.

As the sole point of contact between a vehicle and the road, properly maintained tyres are critical for braking, steering and grip, especially in difficult conditions. TyreSafe advises road users to check their tyres monthly and before long journeys, helping identify pressure, tread and condition issues before they become safety risks. This partnership marks another significant step in TyreSafe’s mission to reduce tyre-related incidents and improve road safety across Britain.

Stuart Lovatt, Chairman, TyreSafe, said, “We are delighted to welcome West Yorkshire Police as a TyreSafe partner. The fact that 51 people lost their lives and more than 1,200 suffered serious injuries on West Yorkshire’s roads in 2025 is a stark reminder that there is still so much work to do. Road safety requires a collective effort, and partnerships such as this are incredibly important. By combining the reach and expertise of West Yorkshire Police with TyreSafe’s specialist knowledge and campaigns, we can help ensure more road users understand the simple but crucial role their tyres play in keeping themselves and others safe.”

Inspector Claire Gray, Roads Policing Support and Proactive Intercept Team Inspector for West Yorkshire Police, said, “Every death and serious injury on our roads has a devastating impact on families, friends and communities. We are committed to working with partners to make West Yorkshire’s roads safer and to support the Vision Zero ambition. Vehicle safety is an important part of that work, and tyres are fundamental to a vehicle’s ability to stop, steer and maintain grip. We are pleased to be working with TyreSafe to help raise awareness and encourage road users to take responsibility for checking and maintaining their tyres.”

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Hankook Tire has completed a significant expansion of its European manufacturing facility in Rácalmás, Hungary, marking the company's first production of truck and bus tyres on the continent. The new line, representing an investment of EUR 540 million, is scheduled to commence operations in October and has been configured to deliver more than 800,000 units annually. The first pre-production tyre from these facilities was officially unveiled at the ongoing IAA Transportation exhibition.

Previously, Hankook supplied European commercial vehicle customers exclusively from plants in Korea and China. The Hungarian line substantially reduces delivery distances, strengthening supply reliability and cutting lead times. Logistics-related carbon dioxide emissions also decline as lengthy transport routes from Asia are partially eliminated. Europe represents roughly 45 percent of Hankook's worldwide sales, making it a critical market for the tyre maker.

The Rácalmás site has received approximately EUR 856 million across three earlier expansion phases since 2007, with the third stage finishing in spring 2015. It now produces as many as 17 million tyres yearly for passenger cars, SUVs and light commercial vehicles. The fourth phase added the truck and bus tyre line and has seen around 66,000 square metres of production and support buildings constructed since 2024. More than 450 local jobs are being created. Globally, Hankook operates eight plants with capacity for up to 100 million tyres annually and employs about 20,000 people.

Designed as a highly automated facility, the new line relies on automated logistics systems, autonomous guided vehicles and real-time tracking to manage material flow and warehousing, while automated testing ensures consistent quality. Sustainability guided planning and operation through energy-efficient systems, optimised supply infrastructure and modern process controls that lower energy and water use. The plant earned ISCC PLUS certification in 2023. Production will initially centre on 22.5-inch truck and bus tyres, gradually broadening as capacity and approvals allow.

Jongho Park, President and COO, Hankook Tire Europe, said, “The expansion of our European production plant with a new line for truck and bus tyres is yet another key milestone for Hankook in Europe. The central location of the facilities in Hungary and their proximity to the core European markets is a key locational advantage. It will enable us to supply our European customers with premium commercial vehicle tyres even more reliably and quickly, and to respond to their needs with the greatest possible flexibility.”

Ho Taek Lim, Vice President and Managing Director of the plant in Rácalmás, said, “This expansion project was one of the largest industrial development projects ever undertaken at the site in Hungary. The new truck and bus tyre production facilities will transform the plant into a comprehensive production site of significantly greater complexity and with a higher level of automation.”

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Continental has expanded its global ultra-high-performance tyre portfolio, covering sizes 18 inches and above, over five years and plans further growth. By late 2027, it will add over 650 new sizes across all lines for original equipment and replacement markets. This responds to demand for tyres suited to larger, heavier, more powerful and electrified vehicles, supporting profitable growth.

UHP tyres for passenger cars and light commercial vehicles now matter more to Continental and its customers. From 2020 to 2025, their share of global passenger-car tyre sales across all brands rose from 41 to 55 percent. Asia-Pacific leads at 70 percent, the Americas at 66 percent and EMEA at 43 percent. For the Continental brand, the share grew from about 49 to 62 percent.

The trend towards larger tyres links to vehicle market shifts. Cars are becoming bigger, heavier and more powerful, with SUVs increasingly common. Electric mobility is another weight driver, since batteries add considerable mass. Modern drivetrains also produce torque once associated only with high-performance sports cars. These changes demand more from tyres, which must support heavier loads while ensuring safety, efficiency and comfort.

UHP tyres combine high grip, short braking distances and precise handling with low rolling resistance and high mileage. Continental develops them mainly for wheel-and-tyre combinations of 18 inches and above, performance SUVs, premium sedans, sports cars and high-performance electric vehicles. It is expanding this range across major markets, adding over 650 sizes by the end of 2027, including secondary brands such as Semperit and Uniroyal.

This reflects growing vehicle market diversification, as manufacturers offer more variants and need tyres tailored to differing performance, efficiency and comfort requirements. UHP tyres must meet conflicting demands, balancing grip, braking, handling, rolling resistance, comfort and mileage, with rubber compounds playing a central role. Continental relies on simulations, laboratory analyses, bench tests and driving tests across varied conditions, with the High Performance Technology Center in Korbach driving manufacturing advances applied globally, where UHP tyres up to 24 inches are made.

Testing occurs at the Contidrom near Hannover, Arvidsjaur in Sweden and Uvalde in Texas, focusing on braking, handling, high-speed capability, comfort and durability. Collaboration with tuners ABT Sportsline and BRABUS, plus motorsport input through Hoosier, further advances development. The SportContact 7 exemplifies the segment, available from 18 to 24 inches and approved by Audi, BMW, BYD, Maserati, Mercedes-Benz, Polestar, Porsche, Volkswagen and Zeekr, ranking top three in 27 of 29 international tests.

Edwin Goudswaard, head of Research and Development for Continental’s Tires group sector, said, “With our expanded UHP portfolio, we are responding directly to the increasing demands of modern vehicles. This enables us to offer our customers around the world even more tailored solutions for safety, efficiency and driving dynamics. As modern tyres become larger, heavier and more powerful, tyres are becoming even more critical. They are no longer simply the vehicle’s connection to the road, but a key prerequisite for safety, efficiency and driving dynamics. The UHP segment clearly demonstrates how capable modern tyres need to be. The art lies in combining conflicting requirements at the highest level, and that is precisely what sets our tyres apart.”

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The Yokohama Rubber Co., Ltd. has announced that a car equipped with its ADVAN flagship tyres claimed overall victory at the 2026 Nürburgring Langstrecken-Serie (NLS) Round 8 in Germany on 12 September. The ADVAN racing tyres delivered the grip and durability required to succeed in the demanding endurance event.

The winning entry was the No. 77 BMW M Motorsport car, fielded by Schubert Motorsport. It started from the front row, took the lead early and stayed with the front-runners throughout. After moving back ahead on lap 24, it resisted heavy pressure from closely pursuing rivals and crossed the line just 0.308 seconds clear of the second-place finisher.

This season marks the first collaboration between Yokohama Rubber and BMW M Motorsport in almost 40 years. The No. 77 BMW M4 GT3 EVO, featuring ADVAN’s ‘Red in Black’ livery, has been consistently competitive, winning Rounds 3 and 8 while finishing second in Rounds 6 and 7.

Following Round 9 on 13 September, the car leads the NLS Speed Trophy standings, awarded for the most points across all classes. The ‘Red in Black’ entry will seek to secure the trophy and the series title in October’s final round.

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