Although the construction and delivery team do appear to be at fault, I'd also argue that you could place some blame with marketing.
My experience of marketing departments in big organisations is that they are often 10 steps ahead of the reality of a situation. This is often because they are driven by targets and are not in tune with the real world. Usually this is made worse when communication is poor or the person in charge is driven more by outcome of marketing (i.e. lots of guests and money) and not the detail of delivery. This is based purely on my own experience of working in a large organisation with lots going on at once.
Every department in Merlin and AT will be as disappointed as us that the ride has not opened! This is a huge investment with a lot riding on its success. But I would argue that AT should have not marketed the ride until they were really sure the product was ready. Yes, they could have avoided all this by getting the ride finished on time, but they would look less silly if they hadn't have hyped up something that was never going to open!
My experience of marketing departments in big organisations is that they are often 10 steps ahead of the reality of a situation. This is often because they are driven by targets and are not in tune with the real world. Usually this is made worse when communication is poor or the person in charge is driven more by outcome of marketing (i.e. lots of guests and money) and not the detail of delivery. This is based purely on my own experience of working in a large organisation with lots going on at once.
Every department in Merlin and AT will be as disappointed as us that the ride has not opened! This is a huge investment with a lot riding on its success. But I would argue that AT should have not marketed the ride until they were really sure the product was ready. Yes, they could have avoided all this by getting the ride finished on time, but they would look less silly if they hadn't have hyped up something that was never going to open!