Sometimes you need to show people how bad things are for them to change
Don’t assume your senior leaders know how bad some problems are. They might understand the problem on a basic level (CRM data is messy; our competitive intel is scattered all over the place) but until you prove the impact of those problems, don’t expect things to change.
Some projects are too big for you to take on all by yourself — you’ll need leadership buy-in for those. That’s your cue to paint a data-based, coherent picture of the problem with a path forward.
As Dan puts it: if it’s not their top priority to fix, “make it their priority.”