> ... this is what mid-sized companies are and I just have to endure and keep pushing. For your own well-being and career happiness, I think you'll need to be

> ... this is what mid-sized companies are and I just have to endure and keep pushing. For your own well-being and career happiness, I think you'll need to be strategic about exactly how you "keep pushing" for change. Changing habits in an organization is _extremely_ difficult. You can't just provide a list of practices, make a terse case for each one, and expect people to just say "Oh, I see, you're right, let me retrain myself on multiple complex topics and then change everything about how I work, while at the same time figure out how to explain all this to project managers." The time scale for implementing what you call "the basics" in a workplace with a dozen or so people is going to be more than a year-- at best, if you do everything right and are people person with enormous leadership leverage. Read about "Diffusion of Innovations" (https://en.wikipedia.org/wiki/Diffusion_of_innovations https://en.wikipedia.org/wiki/Diffusion_of_innovations). It's an arguably successful theory for how organizations implement technological changes. It was originally conceived by social scientists who studied how farmers (that's right, the agriculture industry) adapted to change. The most fundamental aspect of putting this theory to work is that you need to recognize and find "early adopters". Early adopters have two characteristics which are important for spreading change: 1. they're willing to try new things just for the novelty of it, 2. they're influential, others look up to them as examples. If you focus you initial efforts on a very small (even 1 or 2) "early adopters", that's the first step to success. There's a lot more after that, like training and dealing with laggards (people who need to be forced to change), but I don't want to type an article.