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

Smithers, a renowned provider of testing, consulting, information and compliance services, has announced that its proving ground at Treadwell Research Park in Pearsall, Texas, has achieved ISO 17025 accreditation.

Operated on behalf of Discount Tyre, the facility’s accredited scope currently covers wet grip testing and tyre buffing, with plans to expand accreditation to include rolling resistance and pass-by-noise testing. The site boasts diverse paved and off-road test surfaces for comprehensive tyre performance validation. Additionally, it complies with UNECE Regulation No. 117 for Wet Grip and Pass-by Noise standards. This accreditation underscores Smithers' commitment to delivering high-quality testing services in the tyre industry.

Sean Connolly, Director of Test Track Operations at Smithers Winter Test Centre/Pearsall Test Track, said, “The tyre industry is currently focused on a variety of sustainability initiatives, such as reducing the rate of tread wear to extend the life of the tyre. Understanding tyre performance at varying levels of tread wear is critical for tyre manufacturers looking to get the most out of their designs.”

Jim Popio, PhD, Vice President, Smithers Materials Science and Engineering Division, North America, said, “We’re incredibly proud that our existing processes and procedures meet the rigorous requirements of ISO 17025 accreditation. Accurate data, on time, is central of the Smithers promise on a global scale, and we strive to go above and beyond our clients’ expectations with exceptional service as well.”

Michelin, a leading tyre technology company, has launched its first Michelin Experience Store in India, in partnership with Bharat Tyres. The facility spread across 25,000 sqft is located in Adgaon on the Mumbai-Agra highway, Nashik and is Michelin’s largest store in the country.

It is designed not only to provide a premium experience, but also showcases the company’s global legacy through the Michelin Wall. Customers will also be to experience the Heritage Wall that visualise the heritage of both Michelin and its local dealership partner.

The Michelin Experience Store also has a Display Zone that showcases Michelin’s innovations in electric mobility, materials science and environmental responsibility.

The dealership also includes service areas for cars and trucks, PPF coating, precision wheel alignment, advanced balancing services, innovative puncture repair solutions, professional car detailing and a wide array of car accessories. 

Shantanu Deshpande, Managing Director, Michelin India, said, “We are proud to unveil Michelin’s first Experience Centre in India. The sole purpose of this store is to go beyond traditional tyre retail and provide customers an immersive experience of the brand, of our dealer partners and of the technological prowess of our tyre solutions that are safe and sustainable. Nashik, a key hub with growing premium vehicle ownership, is the first of many such centres that will further strengthen our footprint in the western region while providing state-of-the-art experience and services to evolving customers.”

Radar Tyres, the flagship brand of Omni United, has appointed Sami Jauhojärvi, Olympic gold medallist and one of Finland’s most celebrated cross-country skiers, as its official brand ambassador.

Jauhojärvi's sporting excellence – built on resilience, performance and a profound connection with nature – mirrors Radar Tyres' commitment to delivering premium-quality tyres across all seasons and terrains at accessible prices. The brand's comprehensive range includes Summer, All Season, Winter and specialist Ice tyres, designed to meet diverse driving needs with reliable performance.

This collaboration represents a strategic alignment as Radar Tyres expands its European and UK presence. Jauhojärvi will serve as brand ambassador, featuring in marketing campaigns, digital initiatives and local events while sharing his expertise to support Radar Tyres' mission of making high-performance tyres available to all drivers.

G S Sareen, Founder and CEO of Omni United, said, “We’re excited to welcome Sami to the Radar family. Sami’s authenticity, credibility and strong connection with his audience make him an ideal partner for us. He embodies the spirit of perseverance and performance – the same qualities we build into every Radar tyre. As we continue to grow our brand across Europe, partnerships like this play a key role in building deeper connections with consumers. We’re excited to build on this momentum with more such collaborations in the near future.”

Jauhojärvi said, “I am thrilled to represent Radar Tyres, a brand that has a remarkable mission to make premium quality and performance accessible to all and also has deep-rooted values of giving back to society via various initiatives it has undertaken over the years such as supporting breast cancer research. I’m sincerely surprised about the performance and silence of my Radar Tyres and happy to deliver this feedback to all the people.”

Kenda Tires is celebrating Dan ‘The Flying Dutchman’ Vanden Heuvel's nomination to the Off-Road Motorsports Hall of Fame's Class of 2025, recognising his legendary 49-year career as both a champion racer and community leader.

Since entering his first race at age 15 in 1977 at Crandon International Raceway, Vanden Heuvel has become one of off-road racing's most respected figures. His aggressive driving style earned him 20+ Pro-Class wins, five Crandon World Championships and a PRO-2 title. As owner of Flying Dutchman Racing, he mentored numerous drivers including his son Mikey, who secured Kenda Tires' historic first PRO-2 victory.

Beyond competition, Vanden Heuvel's greatest impact comes from his tireless community work. He co-founded the Midwest Off-Road Racing Association, created the Short Course Kart Series for young racers and established the MORR Injured Driver Fund with his wife Nancy. His hands-on approach – from building tracks to mentoring drivers – has shaped generations of off-road enthusiasts.

Now as Kenda Tires' Product Display Manager, Vanden Heuvel continues supporting the sport, assisting drivers across multiple series while representing Kenda at events nationwide. His dedication embodies the brand's values of community and passion for motorsports.

The formal induction ceremony will be held on 2 November 2025 in Las Vegas. This honour celebrates not just Vanden Heuvel's remarkable racing achievements but his enduring legacy as an ambassador who has profoundly influenced off-road culture.

Brandon Stotsenburg, VP of Automotive Division, Kenda Tires USA, said, “Dan is more than a legend – he is a mentor, a servant-leader and the beating heart of the off-road community. He helped deliver Kenda’s first PRO championship and still shows up for others every single weekend. We are honoured to have him represent Kenda and even more proud to call him family.”