I think one of the hardest aspects of working in IT, especially any kind of systems or software engineering is that we have to constantly compromise on qualities, best-practices, tools, etc.. that we know are ideal or better. The fact is that when it is not your management call to make a change we have to accept the tools and the environments we are given or afforded to do the best job possible under those limitations. If you decide to work for yourself as a contractor or consultant then this only gets worse as you are now an outsider to every organization you are working for.
We all go through this as a normal part of our careers, however what helps me deal with these situations can be summarized on some key points:
If you want to affect the change you feel is right then prepare your arguments expertly. Research and write down key points. List out Benefits, Risks, Potential questions you might be asked, prepared answers or refutations to questions and oppositions you must face. Also try scripting your presentations.
Be a Salesman
What I mean by this is that you have to have strong interpersonal skills and be likeable first of all. Before any kind of presentation to an important manager, architect or committee you want to sell your ideas to others in the organization first. Just getting your direct manager sold is often not enough. Get others on your team to buy in. Then start talking or reaching out to other teams in your organization. Try to identify where you know inferior tools and processes are being done and approach those people about their problems. Explain your ideas and see if it is something they want to get behind.
A good salesman can sell an idea to a group of people, a great salesman can convince those people to sell it FOR YOU.
Be Subversive but NOT Defiant
If others are sold and like the idea though don't actually expect them to do much to support you but then you really don't need them to do much. Just their permission to use them as a name-drop can be effective or even better if they choose to dial into your next presentation it can be a strong show of force to potentially put subversive pressure on the deciding party to take some kind of action.
Keep in mind that none of these activities should be such that you can be considered going against rules. Always operate within the confines of the rules and standards of your workplace.
Reactive over Proactive (sometimes!)
While I certainly think that a Proactive mindset is a better way to approach the world, keep in mind your target audience might respond better to a Reactive argument than a Proactive one. For instance, instead of talking of the benefits of the tool, you might want to identify the risks of NOT using the tool, and reframe your benefits to be anticipated issues that will befall the group or the company if this desired course of action does NOT occur. This might raise alarms in a Reactive person to where they feel action is necessary, or they may just not want to be blamed for causing you all of these issues.
When money is easy, or clients are satisfied, or things seem happy in the company, then people in charge tend to be more conservative. They take less risks, they prefer the status quo since things are working reasonably well so far. If things are more do or die, or there are a lot of problems then they MIGHT be more willing to take risks OR they might double down on ultra safe decisions with no perceivable risk and instead be constantly in a mindset of "Fighting Fires". Invent theoretical fires for these people to mull over and be convincing.
Be Professional and Ethical
Always carry yourself professionally and always act ethically and in accordance with company policy. Follow the right paths, don't skip any steps in the process and play things by the book. If you need to jump through a bunch of hoops to be heard then do so. I never suggest initiating these kinds of conversations in an elevator.
Sometimes if you do everything right, you might still be denied. Don't think about this failure in terms of "some event that some ignorant person perpetrated to you" but instead have a retrospective about how you could have done things better and how you can do things better next time.
Know when you have reached the end of the road and have taken all the possible professional avenues to affect change in the organization and know when it is time to give up. Always stop your endeavor if you feel that taking it any further will get you labeled as a troublemaker or "not a team player". You never want to have this label associated to yourself because it can hurt your ability to be taken credibly for even more important battles in the future.
Really try to set your ego aside when you are shot down. Think deeply about the problems at hand. How big are these problems in reality? Does this inferior tool ACTUALLY measurably improve performance in a meaningful way? Does this really affect the bottom line of the project?
Do I have any ulterior motives to introducing this tool or process in the organization? Maybe I REALLY wanted to learn more about Hadoop and would love to have that on my resume? Maybe I am fishing for problems that aren't that important in the grand scheme?
At this point you need to fall back in line.
Engineer a Solution
This is your job. Solve real world problems, using science/math/computer/etc with limited resources and defined constraints. A good engineer can accomplish amazing things with crap tools. Look at the Raspberry Pi community for inspiration here. There are some truly stunning achievements that really smart people have done with, lets be honest, garbage hardware. What is impressive is not necessarily what they have achieved but what they have achieved with a pile of cheap crap.