diff --git a/paper.tex b/paper.tex
index 3be772f..5de1c2d 100644
--- a/paper.tex
+++ b/paper.tex
@@ -117,6 +117,7 @@ \section{Motivation for central RSE units}
 Handling this increased complexity whilst ensuring timely delivery requires dedicated RSEs in central RSE units.
 
 \subsection{Pooling: a necessary ingredient}
+\label{subsec:pooling}
 The main focus of this paper lies on central RSE teams since the benefits of RSEs to research in general are described elsewhere, \eg{} in~\autocite{Anzt2021}.
 The main advantages of central RSE units all stem from the pooling of resources.
 There are at least three aspects to RSE pooling that research institutions can benefit from: funding, diverse knowledge, and a central point of contact.
@@ -611,6 +612,27 @@ \subsubsection{Growth of the Unit}
 In addition, SIS offers services in the areas of data science, machine learning, bioinformatics, trusted compute environments, and training and consulting.
 \end{mdframed}
 
+\subsubsection{Risk Assessment and Opportunities}
+Naturally, the presence of a \"new\" department like an RSE department at an academic institution will lead to a realignment of responsibilities of existing departments.
+Stakeholders that are affected are for example traditional IT centres, libraries, but also RDM units and legal offices. We argue, that an RSE unit does not aim to replace them, but
+offers new possibilities to connect these existing institutions and thereby enables an academic insititution to offer a stronger portfolio to its scientists.
+Even, if the concept of an RSE unit fails at a specific institution, its duties and the employed people
+can be shifted to the other departments until a new structure has been found.\\
+Governance and organisational location are points that have to be negotiated
+inividually at each institution and probably also for a lot of employees of the RSE unit.
+This comes partially from the aforementioned stakeholders, but also from the necessity,
+that while the unit is a central infrastructure, it needs to be able within
+the agile structures of academic research, therefore a certain lack of structures is expected.
+Finding people for staffing this unit is a challenging tasks, but this is partially adressed
+through the wide network within the university that the unit forms, and also by
+further measures described in \ref{subsec:staff}.
+Funding will always be an issue of any newly established structure at german university.
+Initial funding, e.g. by initiatives outside of the university, can jumpstart the unit,
+ultimately it has to prove its value to the scientists of the university such that the pooling idea
+we have given \ref{subsec:pooling} gains traction.
+While ``measuring'' the success of the unit certainly has to be done, ultimately
+the scientists have to come to the conclusion that do not want to see the unit disappear again.
+
 \subsection{Outsourcing}
 
 Another possibility for the realisation of local RSE Service providers is by forming a spin-off and pooling the RSE Skills into an external company, which has benefits but also drawbacks.
@@ -629,7 +651,7 @@ \subsection{Outsourcing}
 On top of these drawbacks, there are soft factors, like whether an external company is accepted by scientists.
 
 \subsection{Staff Acquisition/People}
-
+\label{subsec:staff}
 RSE units need to be staffed, but where do potential employees come from?
 So far, researchers accidentally find themselves in the role of an RSE because they pursued software development as part of their research.
 A more deliberate approach with specific RSE education may be necessary to train people in sufficient numbers for central RSE units.