I think another thing that hasn't been mentioned is the bottom line. When management/the board/etc. becomes short sighted and only looks at the bottom line, you get attractions/experiences/etc. that might make a quick buck (or not), but don't stand the test of time and have little to know return value.
I think a great example of this is Stitch's Great Escape. Sure, many will argue that the concept was doomed from the beginning and never should have gotten out of blue sky. I think the budget was also at work here. When WDI began bidding for the job, they were quoting (approximately, I think) $25 million. In the end, WDI ended up with a budget that was about half that, most of which going to the Stitch AA's. Animation for the preshow had to be outsourced, storylines were probably rushed, and so on.
I personally believe that given the opportunity and the budget, WDI could have really turned SGE into something cool. It could have become something that drew people back, trip after trip, but only if the 'suits' would have had the foresight to invest more funds into it. Think about it... would the saturation of Stitch at WDW made as many people upset had the attraction been a wildly popular success?
I think the 'suits' need to shift focus to the long term, despite what shareholders may think. In the long run, it will be better for the company, better for the shareholders, and better for the guests.
That's my $.02