Every process that involves changing a business model has a very systematic approach. There is a logical sequence of step one, step two, etc. The above step must be completely completed before proceeding with the process. The reassessment and adjustment phase is similar, however; can be revisited at any time when problems or potential problems are encountered. During the risk assessment we determined the potential risks of our solutions purely conjecturally. (Adner, 2002) The information we didn't have was how the solution would actually work, but 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 executives or managers in the sense that there is still a lot of work to be done. Sometimes the only way to find out if something is destined to fail is to do 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 the potential tracking of customers who were active duty military members and their families. These customers are inconsistent due to the transient lifestyle they lead based on the upcoming distribution schedules. Major surveys have concluded that almost all customers are satisfied with the services provided by RLM. The problem lies in the fact that customers are not available to access the facilities. The problem with providing information on how many soldiers and families are leaving for the exodus is one of operational security. The more public the information regarding a unit's deployment is, the more information... middle of paper... works as well as it does and can be better. If this question is asked for every process, there will surely be something that can be done differently and improved. Works CitedAdner, R. (2002). When are technologies disruptive? A demand-driven view of the emergence of competition. Strategic Management Journal, 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 reevaluation of the traditional audit approach in public administration. Public administration and management, (17),96-102. Retrieved from http://search.proquest.com/docview/1313183580?accountid=8289