Dan Gardner is the coauthor of "How Big Things Get Done," a book that explores why so many billion-dollar projects, from nuclear power plants to Olympic Games, go wrong and how some manage to succeed. Drawing on data from over 16,000 megaprojects,
Gardner and his coauthor Bent Flyvbjerg reveal the startling truth: Only 0.5% of big projects are delivered on time, on budget, and with the promised results. Business Insider interviewed Dan Gardner to learn about some of the world's most high-profile projects, like the Sydney Opera House, which soared 1,400% over budget, and the troubled California High-Speed Rail, which is expected to cost over $100 billion and hasn't moved any passengers yet. He also spotlights the rare successes, like the Empire State Building and the Hoover Dam, to show what’s possible when projects are built on smart planning, strong leadership, and modular thinking.
I've 'scooped' this because self-checkouts something that fascinate me. This article summarises many of my frustrations - and might get you thinking about the human resource and operational issues that are raised.
In the first instance, the rise of the self-checkout has also seen an uptick in shoplifting, which will affect supermarket revenues. Equally, despite the 'promise' of lower costs because of fewer checkout assistants, you still need to employ someone to monitor the self-checkout.
I would also add that I think that there's been no innovation in the sector, because supermarkets have little incentive to invest in them. They are good enough - but no more. Given the cost implications for the firms, I've often thought that shoppers using them should getting a tiny discount on their shopping..