You're suffering from a very common misunderstanding about management: that their priorities should match yours. Obviously, I don't have enough detail about the

You're suffering from a very common misunderstanding about management: that their priorities should match yours. Obviously, I don't have enough detail about the particular situation but, as described, it doesn't seem that there is any particularly pressing reason for them to give priority to your angst. The solution follows from the first sentence above. You need their priorities to match yours. Now, it's possible this may happen by accident but that's not particularly reliable. By far the best way is to actively help them come to the Promised Land. So, how do you do that? You put together a proposal that solves your problems and you demonstrate that it solves theirs. Whatever they may be: cost, time to market, uptime etc. And then you sell it to them. If you don't know what floats their boat, find out. If you don't know why solving your problems benefits them then why would you expect them to? And you need a proposal that's actually achievable. Do that and you stand a reasonable chance of making progress. Or at least you'll be clear about why you won't. At this point, most technical folk decide that it's too much like hard work and don't bother. After all, complaining about stuff can be quite cathartic. But if you genuinely want it fixed then taking responsibility is a good start.