I've come to believe that Big Tech's fondness for launch-and-kill approaches to new products is closely related to the career incentives for both PMs and finance chiefs. Both of them are acting rationally to advance their careers. In tandem, they create a horrifying cycle of death.

Product managers win their chops by launching something and winning applause for getting fast adoption in the first few months. Once the boss says "Wow," it's on to a bigger new chance. It's habit-forming to outrun your failures in a system where personal incentives reward ephemeral success.

Finance folks win their chops by identifying bits of the company that aren't pulling their (economic) weight. If you haven't delivered $$$ of efficiency savings, why are you even on the payroll? Pulling the plug on small/mid-sized products that have plateaued is the way you get recognition and promotions.

CEOs, of course, could change this. But they're the ultimate plate-spinners in a big company, trying to keep up the appearance that they've got everything in control and making sure that neither shareholders nor employees mutiny. As long as they've got a new sizzle story to sell, no one (except users) is there to grieve about what's dying. And users of a product that's less than 1% of revenue can be safely ignored.