How do you approach an environment where there has been no formal launch process and make sure you get the buy-in from engineering and product management?

I actually don't have much experience with this, I'm sorry! I wonder if you should just start rolling out / following a lightweight launch process to show-not-tell how it can help? I'm getting an error that my answer is to short so I am typing more but again, I haven't really experienced pushback on having a launch process in the past.

When there’s no formal launch process, chaos can easily and does creep in. I’ve found that creating a flexible tiering system is a great way to organize launches, prioritize effectively, and bring structure to the team while earning buy-in from engineering and product management.

1. Establish a tiering framework:
   I categorize launches into tiers based on impact and effort. For example:

   • Tier 1: High-impact, cross-functional launches that require significant resources (e.g., a new product or major feature).

   • Tier 2: Mid-level enhancements that impact specific teams or segments.

   • Tier 3: Quick wins or small updates with minimal cross-functional involvement.

   This framework helps everyone see that not every launch gets equal attention and ensures resources are allocated where they’ll drive the most value.

2. Get alignment on the “why” behind the system:
   Early on, I bring stakeholders into the conversation and explain the benefits of tiering:

   • It reduces chaos by setting clear priorities.

   • It prevents burnout by focusing efforts on high-impact launches.

   • It ensures visibility into what’s happening across teams.

   For example, I’ve framed it like this: “Not every update can have a full campaign, but this system ensures Tier 1 launches get the spotlight they need, while Tier 3 still moves efficiently without derailing anyone.”

3. Define roles and responsibilities:
   I clarify who does what for each tier. For instance:

   • Tier 1 might involve a detailed GTM plan, executive reviews, and a coordinated launch.

   • Tier 2 could rely on product marketing and sales alignment but skip the heavy campaign lift.

   • Tier 3 might just need a quick announcement and documentation update.

   This structure makes it easier for engineering and product teams to commit their time and effort where it matters most.

4. Start small and iterate:
   I roll out the system gradually, often starting with a retrospective on past launches to highlight inefficiencies. Once, I introduced a pilot version for just one quarter to show how the tiering system could streamline our work and reduce last-minute scrambling.

5. Measure success and refine:
   After implementing the system, I track outcomes like fewer launch delays, clearer communication, and better resource allocation. I also invite feedback from engineering and product to make sure it works for them.

6. Create visibility:
   I use simple tools like a shared calendar or roadmap to show where each launch falls in the system. Transparency ensures everyone knows the priorities and feels confident in the process.