What do you use for internal Product Launch Process Alignment?

We have a pretty detailed NPI framework that breaks down the Product, Ops, GTM, Sales deliverables that are impacted across a tiered system of launches

Tier 1 - New product that will represents significant customer and/or GTM-facing impact. This product enables us to access new markets or substantially impacts our company/product portfolio positioning. Product may be complex and requires an end-to-end GTM motion.

Tier 2 - A large product or feature that is highly visible to customers and/or GTM. This affects our win rates and substantially differentiate us from the competition. Product may be complex and requires robust enablement & GTM support.

Tier 3 - A feature that solves a major pain point that impacts a large portion of our users. Could help us drive adoption at one of our top customers, or is strategically aligned with company key bets

Tier 4- All other new features

Aligning on a product launch process internally avoids last-minute surprises and ensures launches have the most impact. Here's the framework I’ve found most effective:

1. Establish shared goals and outcomes
Start by ensuring all stakeholders understand not just the what of the launch but the why. What’s the desired impact? Whether it’s driving revenue, adoption, or a major perception shift, having a unified goal clarifies priorities.

2. Use a tiering framework
We classify launches into clear tiers to dictate outcomes and the required level of effort:

• Tier 0 (Tentpole): Massive moments, no more than once per quarter. These launches are about making a statement—shifting perception, driving outsized growth, and achieving ambitious adoption goals.

• Tier 1: Large launches aimed at both driving revenue and increasing usage.

• Tier 2 & 3: Smaller launches that show product velocity and that you're listening to customers. These deepen engagement and increase adoption without being focused on new revenue.

This tiering also informs the level of involvement. Tier 0 moments demand significant executive and stakeholder attention, while Tier 2 or 3 launches can be lighter lifts.

3. Set a criteria for launch readiness
Early in the process, we define what’s needed for the feature to launch—alpha/beta testing, time in market for validation, and ensuring it delivers measurable customer value. These criteria ensure that everything we ship meets our and our customers' quality bar and is having the intended impact.

4. Prioritize early alignment on foundational GTM elements
The first launch review does not contain any content. Here's what we start with:

• Goals: What success looks like.

• Target audience: Who is the product/feature built for.

• Beta feedback: What are customers saying from the beta.

• Naming: What are we going to call the feature.

• Positioning: The message that differentiates and resonates.

• Channel strategy: The best ways to engage the audience.

We don’t move into execution until all stakeholders, including execs, are aligned on these points. This upfront investment saves time (and headaches) later, as it prevents big, last-minute changes that slow the team down or risk the impact we intend to drive.