It is, at least, made of concrete!
Design flair gets very expensive though, given it substantially increases the work that goes into the design and such of the viaduct and its supports.
If you take a look at the very long viaducts in China they are a hundred miles of almost identical bridge spans, occasionally with one shorter or longer because of a road or similar piece of infrastructure in the way.
Apparently there are only two standard span lengths, 24m and 32m.
Rather hard to make that appear to have "graceful proportions".
If you try to give them the level of design polish of the Millau Viaduct it certainly won't be cheap or fast to build!
There are plenty of products which we expect to be both affordable and also aesthetically pleasing. It is clear that aesthetics played zero roll in the Chinese viaducts, humans like order and complexity, the Chinese viaducts provide only one of those things. However that doesn't mean that pretty minor changes couldn't make them more attractive.
Fortunately the UK landscape in most places is more interesting than those flat plains in China, ergo actual viaducts would probably never be more than a few km long and many would have a curve on them. Rather than two spans I suspect that we'd be looking at working with more like a Brio set of standardised parts. We'd be looking at about 5000 spans on a viaduct heavy HS2 phase 1, I'd be surprised if there was significant economies of volume between having 5000 pieces in 2 designs vs 5000 in 10 designs especially as we are just talking different tooling in the same factory.
But the circumstances surrounding the construction of the Tokyo to Osaka Shinkansen were still very much the same as the circumstances surrounding the purpose of HS2. Both lines were intended to serve as new trunk railways to relieve pressure on existing infrastructure, and in our case we had the luxury of being able to replicate different high speed rail models around the world including the Shinkansen when coming up with HS2 and draw upon their own experiences. Arguably the biggest reason we never built on high speed railway infrastructure in the past, and most certainly a big reason why we still struggle with it with HS2 right now, is the lack of political will to see through such a project combined with the gross mismanagement.
I doubt SpaceX would have gotten as far as building Starship without the government subsidies it has received in the past. The issue at hand with high speed rail isn't innovation anyway so I don't think the two really compare.
SpaceX got government contracts to provide services that the government wanted, they offered to do these things at about 1/2 or less than what the competition offered to do it for. They developed a rocket for about 1/5 to 1/10 what NASAs should cost process thought it would.
This is an example of government procurement supporting innovation not an example of a subsidy.
Secondly SpaceX is more an example of operational excellence rather than innovation, if you look at the stages of development, Falcon 1 was simplified rather than innovative, that was funded directly by Elon Musk, venture capital and government venture capital from DARPA (small minority). Falcon 9 was simplification (one engine type) and improved manufacturing techniques, followed by rapid iterative innovation. It's engines are for example less advanced in their operating regime than the ex Soviet engines their competitors use.
The innovation with reusability was that they designed a bigger rocket than they needed because it doesn't actually cost much more to oversize your rocket, they then started testing re-use in flight with the discarded boosters that their customers had already paid for. Again this is incremental innovation rather than new technology.
Its only with Starship do we start seeing genuine new technology but by this point everyone is basically happy to hand SpaceX blank cheques because Starlink is worth ~$400 billion or so when at scale.
There is plenty of opportunities to improve railway construction and much of it is iterative innovation/operational excellence.