The question begged on formal methods is, who is the customer of the design? To accept a formal design, you must also be bound by the constraints and timelines it specifies, which reduces your flexibility.
The perception the OP or someone here might correct is, formal methods frustrate corner cutting and other product level optimizations that return margins, optionality, performance bonuses, positioning and leverage, "moving the needle," and other higher order fudges that are realities of human organization.
One example is how producing a security design to provide assurances to exogenous stakeholders becomes a forcing function on feature commitments. e.g. "if you do this feature, you need these controls, which means if you don't have those controls, you aren't delivering the feature by date X, and now there is a paper trail that you know that. have fun at the customer meeting!" This is a crude example, but makes the point.
From a product and exec perspective, that forcing function knocks the ball out of the air / collapses the wave function in regard to "who knew what when," as it relates to making feature commitments to customers, sales people, and channel partners, etc. These are all people whose interests are not necessarily aligned. Much of enterprise tech business is keeping that equilibrium unstable in a kind of strategic fog while you build a coalition of stakeholders that gets your company paid. A methodology that forces decisions in those relationships will get mutinied by sales pretty fast.
(It's often hard to tell whether people are solving these higher order alignment problems or just being dishonest, and many of them don't even know for themselves.)
In this sense, formal methods solve engineers problems but not necessarily business problems. Playing the cynical customer, I don't care how much marginal residual risk there is, I only care who holds it. Above a certain level, detail just means "caveat emptor."
It's a critical view of org behavior, but finding a customer for the models themselves (other than compliance) would go a long way to getting them adopted.