Each process involving a change in business model follows a very systematic approach. There is a logical sequence from the first step, to the second step, etc. The previous step must be completely completed before continuing the process. The reassessment and adjustment stage is similar, however; it can be reviewed at any time when actual or potential problems are encountered. During the risk assessment, we determined the potential risks of our solutions on a purely conjectural basis. (Adner, 2002) The information we didn't have was about how a solution would actually work. Instead, we had what we thought would happen. In the reassessment phase, we have information about what actually happened and whether it should continue or change. The process should not scare leaders or managers in the sense that there is still work to be done. Sometimes the only way to know if something is doomed to fail is to implement it. They may find that sometimes the best decision on paper is not the best decision overall. (Mentzer, 1994)The Russell Landing Marina (RLM) problem has been analyzed in depth in recent weeks. The issue centered on potential tracking of customers who happen to be active duty military personnel and their families. These customers are inconsistent due to the transient lifestyle they lead based on upcoming deployment schedules. Leading surveys have concluded that almost all customers are satisfied with the facilities provided by RLM. The problem lies in the fact that customers are not available to access the facilities. The problem with disseminating information about the number of soldiers and families leaving in exodus concerns operational security. The more public the information about a unit's deployment, the more work is as it is happening and can be improved. If this question is asked for every process, there is bound to be something that can be done differently and improved. Works Cited Adner, R. (2002). When are technologies disruptive? A demand-based view of the emergence of competition. Journal of Strategic Management, 23(8), 667-688. Retrieved from http://search.proquest.com/docview/225006524?accountid=8289Mentzer, M. S. (1994). Alarm clocks, thermostats and the timing of strategic decisions. The Academy of Management Executive, 8(3), 99. Retrieved from http://search.proquest.com/docview/210512245?accountid=8289 Nica, E. (2011 ). External auditors: The reassessment of the traditional approach to auditing within public administration. Administration If Public Management, (17),96-102. Retrieved from http://search.proquest.com/docview/1313183580?accountid=8289