In a large organization it's difficult to track if launches really were successful or not. "Striking while the iron is hot" is the expected behavior for leaders, and the folks who want to grow need to immediately look at the next big thing.

I haven't seen a good model for incentivizing staying with a product or team in a large company. Most of the time the "ops" work or incremental growth work will never appear as significant as a new launch (particularly if 2 years on the product isn't performing to the launch teams projections)