Establish a business case to modify it if they are an issue. Ask the head of engineering what it would take to reach that higher level after demonstrating to them how you might earn $X more by delivering features Y% faster or with Z% fewer delays.
Before criticizing the current build-launch processes, try to understand any apparent inefficiencies. Large businesses often have a diverse range of skill sets, and every given worker has a very restricted scope or understanding, which is a recipe for trouble. Processes are built in large organizations to prevent errors — this is typically the case. Additionally, mistakes at large corporations have more serious repercussions. In addition to other factors, a large corporation. A large corporation has significant coffers, making you a target for lawsuits and giving you access to a customer base with more financial resources, among other factors that contribute to harsher penalties.
Competitive creativity and innovation are extremely rare in large corporations due to risk aversion and onerous processes. In order to effectively deliver and continue to develop, you should be realistic when choosing to build, buy, or collaborate for a product, version, or feature.
Since connecting teams is nobody else’s responsibility and is essential to the success of the product, it may or may not fall under the purview of a product manager. However, I can assure you that doing it won’t get you promoted and that it can take up a significant amount of your time. When there are inefficiencies and communication gaps between departments, you can either bring it up with the department management and ask them to fix it (through a process, training, or whatever), or you can come up with a systemic solution yourself in a way that won’t require constant time investment.
However, creating and maintaining an org chart of pertinent organizations and individuals is one of the first things I do at a large company. If teams are approaching you for this information, you might as well just disclose the orgchart.
Being a change-maker at a big organization is a hugely valuable skill. Convincing a department of 5 people to change a process because of a clear benefit is one thing… Convincing five departments each with 50+ people to adopt a whole new cross-department system despite major disruption and retraining is a totally different level of impact. You have to figure out so many more things to get them all to align, and take different approaches to convince all of these teams that don’t report to you.
Navigating a big organization is a skill, and understanding how big companies work may be valuable sometime down the line. (For example, you can predict Microsoft’s product strategy/cooperation based on their business unit alignment/structure and the massive internal politics associated with it.)