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 entered into a strategic agreement with Swedish technology firm Univrses to integrate artificial intelligence-based computer vision systems into its Cyber Tyre platform. As part of the deal, Pirelli has acquired a 30 percent stake in Univrses, with an option to increase that share to a majority holding. The collaboration will embed Univrses’ 3DAI technologies into Pirelli’s existing Cyber Tyre solutions, creating a unified system aimed at producing safer and higher performing vehicles.

The combined technology has potential applications in advanced driver-assistance systems and autonomous driving. It also generates timely, actionable data for road management, helping authorities make better decisions and deploy resources more efficiently. This could lead to fewer road accidents and saved lives. The system uses onboard cameras and tyres to collect feedback on road conditions. Pirelli’s Cyber Tyre, the first integrated hardware and software system of its kind, gathers data from tyre sensors, processes it with proprietary algorithms and communicates in real time with vehicle electronics and the cloud.

Univrses originally developed its technology to help cars understand their surroundings, but it has since been adapted to turn vehicles into AI-powered road monitoring agents. The Swedish company’s 3DAI Engine provides autonomous vehicles with perception capabilities including 3D positioning, mapping and spatial deep learning. Its 3DAI system digitises roadside infrastructure using data from vehicle-mounted sensors like cameras.

A pilot project is already active in Italy. In 2025, Pirelli and the Puglia Region launched a road network monitoring system to create an updated map of infrastructure conditions. The system analyses data from tyres via the Cyber Tyre platform alongside visual data from cameras interpreted by Univrses’ technology.

Andrea Casaluci, CEO, Pirelli, said, “The agreement with Univrses further enhances our Cyber Tyre™ platform, thanks to advanced AI‑based artificial vision technologies. The collaboration between Pirelli and Univrses will make a significant contribution to the ongoing transformation of cars into true software‑defined vehicles.”

Jonathan Selbie, CEO, Univrses, said, “Continuous monitoring and data are becoming the new foundation for infrastructure asset management, and Univrses technology is able to provide powerful analytical capabilities based on reliable and frequently updated data. In this context, we are pleased to welcome Pirelli as an investor and to take our partnership to the next level: we will join forces to deliver increasingly advanced services and products.”

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ZC Rubber is preparing a major European-focused showcase at THE TIRE COLOGNE, scheduled to run from 9 to 11 June 2026. The tyre manufacturer will occupy Booth C050g in Hall 8.1, highlighting its WESTLAKE and GOODRIDE brands with a clear emphasis on products tailored specifically for regional market demands.

The display will blend imminent and future innovations. Products destined for a European launch in the latter half of 2026 will appear alongside the company’s current truck and bus radial lineup. Selected previews of developments planned for 2027 will also be on view. A featured attraction is the Westlake Sport RS2, a drift-proven ultra-high-performance tyre praised for its grip, precision and 180 treadwear rating. A renewed rubber compound, developed through work with the Red Bull Driftbrothers, now delivers steadier traction under severe driving conditions. Appearing at the stand, Red Bull Driftbrothers driver and engineer Elias Hountondji will illustrate how motorsport data directly refines ZC Rubber’s product engineering.

Additional new passenger car radial models for Europe in the second half of 2026 include the Westlake ZuperFlex Z-137, Goodride RideMax G-147, the all-season Westlake Zuper4S Z-411 and the off-road focused Westlake Terra Legend SL399 and Goodride Mud Legend SL388. On the truck and bus side, already available tyres such as the Westlake WSL2, Westlake WDL2+ and Goodride S2, D3 and D4 will be exhibited, covering steer and drive axle needs for long-haul and heavy-duty transport.

A sneak peek at 2027 offerings will feature the Westlake Z-301 commercial van tyre, Goodride All Season G-721, Goodride SnowComfort G-518 and new TBR models including the Westlake WTL2, Westlake WTR OEM and Goodride M2. ZC Rubber’s team will remain on-site throughout the event, welcoming visitors and partners to the booth for meetings and professional discussions.

Leo Liao, General Manager, ZC Rubber Europe, said, “This year’s showcase reflects a much broader and more complete portfolio for Europe. From UHP and all-season tyres to all-terrain, mud-terrain and TBR solutions, we are bringing new developments across almost every major segment. This reflects how seriously we take the European market: we are listening to local needs, investing in the right products and building a portfolio that better matches the needs of our European partners.”

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Magna Tyres has launched the MA801 TR, a new solid tyre engineered for extreme operating conditions in recycling facilities and heavy industrial settings. Designed to maximise equipment uptime while supporting high load capacities, the tyre is built to deliver dependable performance in harsh environments. The official debut of the MA801 TR will take place at IFAT 2026 in Munich, scheduled from 4 to 7 May 2026.

The new model is intended for compact wheel loaders and telescopic handlers, featuring a flat-free solid construction. Its extra-deep non‑directional tread is reinforced by a triangular structural design, which enhances traction and stability on surfaces littered with sharp debris. Available in sizes 13.00‑24 and 14.00‑24, the tyre prioritises puncture resistance and reduced maintenance needs.

Thanks to its robust architecture and deep tread profile, the MA801 TR offers an extended service life and consistent performance across demanding work cycles. By eliminating the risk of flats, Magna Tyres positions the tyre as a reliable solution for recycling and industrial operations where continuous heavy loads are standard.

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The Yokohama Rubber Co., Ltd. has secured validation from the Science Based Targets initiative (SBTi), a prominent corporate climate-action organisation, for its greenhouse gas (GHG) emission reduction targets set for 2035. This endorsement confirms that the company’s goals are scientifically aligned with the standards established under the Paris Agreement. The validated targets are measured relative to the company’s 2024 emission levels.

Under the approved framework, Yokohama Rubber aims for a 63.0 percent reduction in combined Scope 1 and Scope 2 emissions, which cover direct emissions from its business activities as well as indirect emissions from purchased energy. Additionally, the company commits to a 37.5 percent cut in Scope 3 emissions, specifically targeting indirect supply chain emissions from purchased products and services, along with fuel and energy-related activities not included in Scope 1 or Scope 2. To achieve these reductions, Yokohama Rubber has been expanding solar power generation and renewable energy electricity at its global plants, while also disclosing indirect emissions from product distribution, use and disposal since 2013.

The company obtained SBTi validation to accelerate supply-chain-wide emission cuts in response to intensifying climate challenges. Operating under its sustainability management slogan, ‘Caring for the Future’, Yokohama Rubber continues to create shared value by tackling social issues directly through its business operations.

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