There are different types of updates that need to be communicated to the rest of the company and how those get communicated is different
While there are different specific metrics that marketing and product teams track for product launches, what's critical is the alignment between the two and agreement on the metrics to track prior to the launch.
Some examples of metrics tracked by each team:
I'm going to suggest a few processes, but please do scale each process to the size of the organization. Treat your processes like you treat your product - establish 2-3 internal customer problems that are actually worth solving, and solve them with an MVP of a process and iterate as you learn - don't try to introduce everything at once.
Team meeting: Reserve some time each week (PM only or PM+Design depending on team size) to look at the tactical work happening, what's coming up, concerns/help needed as well as to celebrate small and large achievements. As PMs we often forget to celebrate the good, so make space for this.
The simple answer is to hire PMs :) . That said, I'm assuming you are asking more of how to structure the team to scale to the needs of the organization as you hire
Whether you are the first hire or an early leadership hire that is trying to establish the product management function, the most important aspect is to show value. Beyond that, there are a few critical aspects of setting up the function
And finally, build out your team ensuring that you focus on hiring PMs that excel at the role as you have defined it and enable them to succeed!