I think you make a point by example.
There are two different perspectives, the aircrew and company and the procurement process and specifications.
The aircrew focus is more "gee-whiz" it flies fast, it is fun to fly, etc.
The procurement focus to to meet specific objectives. General Bellis brought a bit of both to the F-15. I got to see his annual briefing over several years of development. You have to match the gee-whiz up with the spec objectives to get a winner.
I was also involved when the SR-71 was shut down. There were lots of 'practical reasons' for shutdown. The Pilots of course didn't see all of those so they complained that the closure of the program was all wrong.
In fact a simple thing like a single manufacturer of hydraulic fluid and their cancelling out of a production contract was a major thing. Engines were also becoming a problem. In addition, the capabilities of the intelligence gathering systems were being superceeded. It certainly was a capable airplane-but it outlived its usefulness and cost effectiveness. Still some would argue from an emotional aspect that it shouldn't have been closed down.
Having sat through many, many, development program reviews. I really don't think the Air Force is naive in it's decisions. If you haven't been there it is difficult to understand. The money pot is not bottomless, and policy and objectives drive force structuce. Those and many other factors are the drivers behind decisions to develop, buy, or close programs.
