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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Goodyear is set to debut its first retail concept store in Detroit, the Goodyear Motor City Garage, just in time for the 2026 Woodward Dream Cruise. The opening coincides with a historic aerial display, as two Goodyear Blimps will fly over the Motor City for the first time in nearly two decades. This dual-blimp appearance will provide a bird's-eye view of the automotive spectacle, which annually draws over 40,000 classic vehicles and more than one and a half million enthusiasts.

The new garage will open on 15th August at eight in the morning at 3075 East Grand Boulevard. This specialised auto service centre functions as a hub for car culture, similar to destination retail concepts like a Starbucks Reserve Roastery. While offering expert services such as tyre sales, oil changes, alignments, brake service and battery replacement, the space also showcases the company’s technological innovations and storied heritage.

A custom Detroit-themed Eagle racing tyre, laser-carved with a tribute to the city, will be on display alongside a 1973 Ford Mustang convertible from ‘The Mary Tyler Moore Show’ and a 1977 Pontiac Firebird Trans Am ‘Bandit’. The Dream Cruise weekend will also feature new remote-controlled mini blimps, with further details to be announced on social media. The event honours Detroit engineers who once raced along Woodward Avenue, and Goodyear’s ties to the city date back to the early 1900s when Henry Ford collaborated with the company.

The Motor City Garage exemplifies Goodyear’s broader transformation, which includes approximately 1,500 new products planned for 2026 and a focus on higher-performance tyres. As the only major tyre manufacturer headquartered in United States, based in Akron, Ohio, Goodyear is striving to become more consumer-focused and digitally connected. The company also offers mobile installation service in 28 markets, including Detroit, allowing for tyre servicing at customer locations. Woodward Avenue remains a symbolic stretch where millions of Goodyear tyres have left their mark.

Mark Stewart, CEO, Goodyear, said, "Some of the best vehicles in the world have been laying down Goodyear rubber in Detroit since Henry Ford put them on his 999 race car in 1901. From track to tarmac to trail, Goodyear makes tyres worth bragging about, and we'll be doing just that during the Woodward Dream Cruise. Whether you're an enthusiast looking for ultra-high performance or just need help picking the best tyres to get your SUV through the school pick-up line, we're looking to show you how easy Goodyear can make vehicle care. Detroit's car culture makes it the perfect place to showcase our new retail concept alongside our Mobile Garage service that can install tyres and service your vehicle right in your driveway."

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Bridgestone India, a subsidiary of Japan’s Bridgestone Corporation, has marked three decades of operations in the country with a commemorative ceremony in New Delhi. The event functioned as a strategic review of the company’s deep-rooted presence in the region, bringing together a wide array of automotive executives, government officials and supply-chain collaborators. Senior management used the occasion to reaffirm the organisation's long-term commitment to the subcontinent, highlighting the mutual growth achieved through sustained industrial cooperation.

The ceremony was elevated by the presence of the Japanese Ambassador to India, H.E. ONO Keiichi, who acted as the guest of honour for the evening. His attendance underscored the diplomatic and economic importance of the bilateral ties that have supported the company’s expansion. During the proceedings, Bridgestone formally acknowledged the critical role played by its local allies and manufacturing partners, whose operational support has been fundamental to navigating the competitive Indian automotive landscape over the decades.

While the celebrations looked towards the future, they also provided a moment to evaluate the company’s evolutionary path within the country. The initial foray into India began with commercial activities in 1996, but the true industrial footprint was established two years later when production commenced at the Pithampur complex in Madhya Pradesh. Subsequent capacity enhancements, notably the 2013 addition of the Chakan facility near Pune, allowed the firm to scale its operations to meet the surging domestic demand for diversified tyre products.

In a bid to stay ahead of technological curves, Bridgestone inaugurated a specialised Satellite Technology Centre at its Pune site in 2025. This research hub is designed to localise the development of premium-grade tyres, concentrating on the entire lifecycle from raw material experimentation to final product engineering for Indian roads. This strategic move is intended to embed advanced research capabilities directly within the local manufacturing ecosystem, ensuring that regional offerings align with global ‘Dan-Totsu’ quality standards.

As the company transitions into its next operational decade, leadership is pivoting towards a robust agenda centred on sustainable transportation and digital mobility solutions. The firm currently supplies a comprehensive portfolio covering passenger vehicles, heavy-load trucks and off-road machinery, all engineered for local climatic and road conditions. With a strengthened technological base and a mature distribution network, Bridgestone India is positioning itself to be a primary catalyst in the country’s ongoing infrastructure modernisation and vehicular safety evolution.

H.E. ONO Keiichi, Ambassador Extraordinary and Plenipotentiary to India & the Kingdom of Bhutan, said, “Bridgestone India's 30-year journey is not merely the story of the growth of a company; it is also a symbol of the success of Japan-India economic cooperation. Since its establishment in 1996, the company has grown alongside the Indian market and has made significant contributions to India's industrial development and the evolution of mobility through its investments in plants in Madhya Pradesh and Maharashtra.”

Ankit Asthana, IAS, Additional Managing Director, Madhya Pradesh Industrial Development Corporation, said, “The story of Bridgestone in Madhya Pradesh is not merely the success of one company; it is an example of how visionary corporate leadership and responsive governance can together create lasting economic and social value. This collaboration has not only contributed to the company’s growth but has also strengthened the industrial ecosystem of our state by generating employment, supporting ancillary industries and promoting responsible manufacturing.”

Nobuyuki Tamura, Member of the Board, Representative Executive Officer, EAST CEO, Bridgestone Corporation, said, “The first 30 years established a strong foundation, and the next 30 years will create new possibilities. Throughout our journey in India, we have remained guided by our Mission, ‘Serving Society with Superior Quality’, and our commitment to creating value for society through safety, sustainability, innovation and quality. India today plays a significant role in Bridgestone’s regional and global growth strategy. Looking ahead, we will further strengthen our commitment to India, including through the previously announced passenger car tyre expansion plan, preparations for which are already underway, while continuing to enhance our R&D capabilities to meet the increasingly sophisticated needs of the Indian market. Together with our partners and stakeholders, we will continue to innovate, grow and contribute to a safer, more sustainable and more connected future of mobility.”

Rajarshi Moitra, Managing Director, Bridgestone India, said, “Bridgestone India has contributed to India's growth through investment, employment generation, manufacturing excellence, technology development, local sourcing and skill development. As we enter the next phase, our focus will remain on translating Bridgestone's global capabilities into locally relevant products and solutions, strengthening responsible manufacturing, deepening partnerships across the automotive value chain, and addressing the evolving needs of mobility, society and the environment.”

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The Yokohama Rubber Co., Ltd., has confirmed its role as the official tyre supplier for a significant portion of the upcoming Asia Cross Country Rally (AXCR), with 12 competing teams and 20 vehicles set to utilise its GEOLANDAR M/T G003 mud-terrain tyres. The 2026 edition of Asia’s largest cross-country rally is scheduled to take place from 10 to 15 August 2026. This announcement follows a dominant streak for the tyre manufacturer, as vehicles equipped with GEOLANDAR tyres have secured the overall championship in three of the last four rallies, with victories in 2022, 2023 and 2025.

Among the prominent contenders receiving support is the defending champion, Team Mitsubishi Ralliart, which triumphed in 2025 and also claimed the title in 2022. The team is entering three Mitsubishi Triton pickup trucks for this year’s race, with a driver lineup that includes Chayapon Yotha, a two-time overall champion, Katsuhiko Taguchi and Kazuto Koide. The squad is aiming for consecutive victories on the Yokohama tyres.

Additional leading teams will also compete on the GEOLANDAR tyres, including TOYOTA GAZOO RACING INDONESIA, which previously achieved a championship and second-place finish in 2023 with its Toyota Fortuner. The roster of supported teams further includes the GEOLANDAR FORTUNER takuma-gp, driven by 2023 champion Takuma Aoki, the ISUZU SUPHAN TRANE TITANIUM YOKOHAMA NEXZTER RALLY TEAM, which is expanding to three vehicles after a fourth-place finish last year, and CUSCO Racing with two entries. Yokohama Rubber is also extending its support to diverse teams, including those featuring female drivers.

The GEOLANDAR M/T G003 tyre is distinguished by its robust and aggressive design, providing superior traction and durability across challenging off-road surfaces such as mud, gravel and sand. The tyre’s extended lifespan and reliable performance on varied terrain have been consistently validated in numerous international off-road competitions, reinforcing the brand’s reputation in the rally community.

The AXCR, first held in 1996 and officially sanctioned by the FIA, is a gruelling event comparable to the Dakar Rally. For 2026, the rally will be entirely hosted within Thailand, covering an approximate 2,000-kilometre route from Pattaya to Phitsanulok. Competitors will navigate a demanding assortment of landscapes, including mountainous regions, dense jungles, coastal beaches and agricultural plantations, testing both vehicle and tyre durability to the limit.

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Italian bicycle tyre manufacturer Vittoria has launched Tire Finder, a digital tool on its website designed to streamline the tyre selection process. The platform offers a personalised recommendation system that guides each cyclist towards the most suitable Vittoria products based on individual riding profiles.

The tool operates by posing a structured series of queries regarding a rider’s preferred discipline, style, terrain, priorities and performance goals. Responses generate a tailored selection, complete with explanations for each recommendation, covering road, mountain bike, gravel, BMX and commuting applications. An additional Mix & Match feature enables customised front and rear combinations to enhance grip, rolling efficiency and control for specific performance targets.

Catering to novices purchasing their first tyres and experienced racers seeking specialised setups, Tire Finder simplifies the decision-making process. The system delivers a personalised configuration that prioritises the rider’s specific ambitions, ensuring an informed and efficient path to the ideal tyre arrangement.

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