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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Falken has been named the recipient of the prestigious BRV Service Award, as announced by the German Tyre Retail and Vulcanisation Trade Association during its General Meeting on 8 June 2026. As a brand operating under Dunlop Tyre Europe GmbH, Falken emerged victorious from a competitive online survey where over 250 tyre trade members cast their votes to determine the industry’s most outstanding partner.

This accolade specifically recognises Falken’s superior service standards and its commitment to fostering a reliable and cooperative relationship with its retail partners. The overwhelming vote of confidence from the trade serves as a significant form of recognition for the company, while simultaneously acting as a powerful incentive for the entire Falken workforce to maintain their high-performance levels.

Thomas Langer, Sales Director Germany, Dunlop Tyre Europe GmbH, said, “The news of a top ranking in the BRV Service Award was already a special honour, as it comes directly from the specialist tyre trade. We are now even more delighted to celebrate the overall victory. We would like to express our sincere thanks for this recognition. First place confirms our commitment to offering Falken partners not only reliable and safe products, but above all, dependable service, personalised support and a truly partnership-based collaboration. The fact that the trade has voted the entire team’s efforts into first place motivates us to continue pursuing our goals with determination.”

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The Alliance for the Future of Tires (AZuR) has concluded its participation at The Tire Cologne 2026 with a positive assessment, operating through a network of 19 affiliated organisations across Europe. Their shared exhibition space in Hall 7.1 emerged as a central meeting point during the industry's premier global gathering. Key episodes included a governmental visit, a strategic industry forum and recognition for emerging enterprises.

An immersive installation greeted visitors to the AZuR area, with the entire floor surface consisting of resilient tiles produced from recycled tyre rubber supplied by network affiliate MRH Mülsen. This practical display offered a compelling illustration of how discarded materials can be transformed into functional products. The collaborative exhibition model proved highly favourable among attendees and participating companies alike.

The initiative broadened its collaborative base during the fair, securing commitments from new entities in Germany, Belgium and the Netherlands to advance shared sustainability objectives. North Rhine-Westphalia's environment minister, Oliver Krischer, toured the exhibition as part of a broader initiative to spotlight regional excellence in circular practices, observing demonstrations spanning digital monitoring, alternative materials and recovery processes.

A dedicated assembly on tyre retreading drew roughly 40 specialists from manufacturing, materials supply and trade associations. Conversations revolved around the technology's track record and adaptation to market conditions, referencing recent environmental performance data. Survey feedback indicated robust confidence in retreading's financial and environmental merits, though participants identified competition from lower-cost imports as a primary obstacle.

The programme concluded with the LOOP THE TYRE competition awards. The top honour went to Machine-Vision.io from Reutlingen for its optical evaluation system streamlining used tyre assessment. Sustainable Rubber Solutions from the Netherlands received second prize for its chemical innovation enabling rubber reintegration into new compounds, while Austria's ReTyre project claimed third for developing a scalable devulcanisation method for tyre-to-tyre recycling.

Anna-Maria Guth, AZuR Network Coordinator, said, “TTC impressively demonstrated the high level of interest in a functioning tyre circular economy. We were particularly pleased with the exceptionally positive atmosphere at our joint stand. Our partners see themselves as equal contributors to a common goal and as partners in a strong alliance for the future.”

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Prinx Chengshan marked a significant milestone at The Tire Cologne 2026 in Germany on 9 June, where it officially introduced its Prinx-brand commercial vehicle tyres to the European market. The launch event, held during the prestigious trade fair, served as a commemorative highlight for the 50th anniversary of the Chengshan Group. While the company showcased its full portfolio of brands, including Chengshan, Austone and Fortune, the European debut of the Prinx commercial tyre line commanded the primary focus of industry attendees.

Senior company representatives provided comprehensive insights into the strategic initiative during the event. Officials from the Europe and Americas Sales Center, the R&D Center and the European Technical Center outlined the company's developmental trajectory, manufacturing scale and proprietary technological advancements. The presentations emphasised the integration of intelligent manufacturing systems and global research capabilities, with particular attention given to how the Prinx brand is developing future-oriented commercial solutions tailored specifically for European fleet operators.

The Prinx brand, positioned as a premium offering, leverages three intelligent manufacturing facilities located in China, Thailand and Malaysia, combined with the localised expertise of its European Technical Center. The company has concentrated its research efforts on six core technologies, including low rolling resistance and high wear resistance features, complemented by an intelligent tyre monitoring system. A strategic partnership with Marangoni, a prominent European retreading material manufacturer, further strengthens the brand's comprehensive service capabilities.

For its market entry, Prinx launched three initial product series covering nine tread patterns suitable for long-haul and regional mixed road conditions. Future product expansion plans include tyres for mixed-use applications, city buses, long-distance coaches and winter conditions. Since announcing its European passenger car tyre initiative in Milan in 2023, the brand has rapidly enhanced its product matrix and reinforced its market presence through branding initiatives and sponsorship of major racing championships.

With five decades of industry experience, Prinx Chengshan is accelerating its global strategy through a product-plus-service philosophy. The company aims to deliver customized solutions addressing the complete tyre lifecycle by combining Chinese manufacturing heritage with international research and development networks. This approach positions the company to precisely meet localised European market demands while inviting global partners to contribute to a sustainable transportation future.

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Grady County, Georgia, has successfully addressed the persistent issue of flood-damaged roads by implementing an innovative and sustainable construction method on Lower Cairo Road. The project tackled chronic washouts that had long plagued the area, where conventional repairs consistently failed during heavy rainstorms. The chosen solution involved a significant elevation of the roadway and the reinforcement of its foundation, moving beyond temporary surface fixes to target the root causes of the flooding.

The county utilised a technique known as Mechanical Concrete, which employs recycled tyre cylinders to create a durable and flexible road base. In this process, scrap tyres are processed into cylindrical units and arranged in a grid pattern. These interconnected cylinders are then filled with aggregate, in this case, reclaimed asphalt pavement, to form a robust foundation. This system effectively distributes the weight of traffic and provides superior resistance to erosion, directly countering the forces that previously caused washouts.

The specific work on Lower Cairo Road covered a length of 880 linear feet and a width of 18 feet, raising the road's elevation by 12 inches. The project successfully incorporated 3,300 recycled scrap tyre cylinders, demonstrating a significant commitment to sustainability by diverting waste from landfills. The enhanced drainage and structural stability provided by this method are expected to drastically reduce the frequency and cost of future maintenance, offering a long-term solution to the community's flooding woes.

The success of Grady County’s initiative highlights a scalable and cost-effective approach for other municipalities facing similar infrastructure challenges. This method proves particularly beneficial for rural networks and low-lying regions with limited budgets. By demonstrating how to build resilient roads using recycled materials, Grady County has provided a practical model for enhancing infrastructure durability while promoting environmental stewardship.

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