Suppose you are an executive with real power over starting new projects, i.e. you have an R&D budget. If you are in the middle of the organization, then you are held responsible by your higher-ups, and to a lesser degree to neighbouring teams. If you are at the very top of your organization, then you are held responsible by your shareholders, the media, regulators, etc. So it's safe to say that if you ever find yourself in a situation where you have a lot of money and talent to direct towards a new project, then there will be a lot of people who have a say in what you with those resources.
Every stakeholder who has the possibility to veto your project, creates a constraint for the final product. Typically, this will create an overdetermined problem; the stakeholders' wishes are so contradictory that a universally pleasing solution is impossible, but some tradeoffs have to be made. This is the difference between engineering and art: engineering deals with overdetermined design problems, art deals with underdetermined design problems.
The over-determinedness means that if there happens to exist a solution that pleases all stakeholders and is within the budget, then there isn't much wiggle room to experiment.
Another consequence of this is that decreasing costs have a direct impact on which projects are at all possible.