Change control earns its reputation for bureaucracy when every change gets the same paperwork. This form routes by risk: standard changes are pre-approved and need almost nothing, while the genuinely risky ones get the scrutiny that would otherwise be spread thinly across everything.
Rollback plans are written as a formality and discovered to be unusable at 02:00. The only real test is whether a different engineer, without calling the author, could follow it under pressure.
A CAB reviewing forty changes a week is skimming all of them. The agenda structure here assumes standard changes are pre-approved and absent, leaving time to actually interrogate the few that could cause an outage.
Cutovers fail on the hours either side of the switch, not on the switch itself. A T-minus timeline and written go/no-go criteria are what prevent the decision being made on optimism at two in the morning.