That’s a really good post Ben. You’ve articulated it very well. Looking at the root cause of this, I think there are several issues.
Merlin as a company has been prone to short term thinking, often trying to satisfy the whims of short term investors over the long term viability of their attractions. Although this seems to hit the resort theme parks more than the Legoland theme parks. The numbers of staff is a good example, but there are others. Buying in intellectual properties helps to market an attraction in the short term, but when the IP expires it can significantly shorten the life span of a ride. Duty managers are discouraged from extending the closing time, which saves on staffing budget, but it leads to a loss of goodwill. The parks spend a lot on new rides (not so much for Chessington), but then it doesn’t spend the relatively small amounts on maintaining them. They do publicity stunts that aren’t just naff, but are completely dishonest. It gets them some free coverage in a national paper, but it erodes the public’s trust in the business.
These rides that don’t last long because they’re either too staff intensive, use technology that’s hard to maintain, or have an IP that expires is a symptom of this short term thinking. Merlin parks have ended up in a downward spiral of cost cutting.
I think operations can be over simplified, with some people still seeing it as button pressing. Merlin has deliberately de-skilled many of their operations roles at the parks, often by standardising things and making the critical decisions at head office. This allows them to drive down wages and makes staff disposable. By standardising everything it also makes it easier to run things past their legal team and avoid the worst excesses of incompetence at their parks. It does also mean that the staff at the parks are less knowledgeable about operations, while the staff at their head office are disconnected from what’s going on at the ground.
Their assessment centres for operations management often don’t involve anything specific to the role. It’s all ‘games’ that are meant to test soft skills and leadership ability. There aren’t normally specific questions about things like safety, operational efficiency and customer service. A short while before Covid one of the Merlin theme parks picked a new operations manager. Activities at the assessment centre included playing What’s the Time Mr Wolf, playing rocks, paper and scissors, and having to dress up a team member who was blind folded. When your senior managers are picked because they’re good at playing What’s the Time Mr Wolf, it doesn’t necessarily give you operations experts. Merlin has degraded the operations roles in the parks to the point where they don’t take their own managers seriously. You make your ops managers a bunch of wallies so you can pay them less, and then you don’t bother to include them at the table when you’re planning new attractions.
The phrase companies like Merlin use to justify this is, “hire for personality, train for skill”. This might work, to an extent, in a company with a strong training programme, but Merlin isn’t. If anything, the view is that training staff will give them leverage to push for a salary increase or make it easier for them to go off and work somewhere else.
Oh dear, the whole things such a mess