In most industries, quality almost always is a direct measurement of management's true commitment to quality.
Attitude usually makes a huge difference. If first-tier management's attitude is "Whatever, it's good enough", then quality suffers no matter how devoted the worker is. When first-tier management provides a poor attitude, the worker quickly learns "Why bother, no one cares."
However, even a great attitude often cannot succeed if not backed by budget. Budget (and the corresponding time) represents senior management's commitment to quality. Too many corporate leaders talk about quality and then slash budgets with the insulting directive "work smarter, not harder".
It seems to me that, when it comes to quality, WDW has a problem across all layers of management.
This from a company that used to set the Gold Standard in quality throughout the 1970s and 1980s.
I realize Eisner has his supporters but he really did create a "churn 'em and burn 'em" corporate culture in the mid-1990s that WDW still hasn't recovered from.
Bill Sullivan and Bob Mathieson (WDW's Old Guard) were forced to "retire" in the mid-1990s. Both men believed in the old WDW where show came before all else. It's as good of a period as any to pick as the start of the decline.
Glad the Splash Mountain refurb has shown what WDW is capable of. Now Disney simply needs to treat a few more dozen attractions the same way.