It sounds like you have a desire to “sell” some organizational & leadership change initiatives that would benefit the business & the executive team isn’t “buying.” To give specific advice, I would need to understand how compelling your argument is, the efforts you have made to build acceptance, & how strong your personal credibility with the senior executives is. I have no silver bullet advice.
The easiest thing to fix & probably the least impactful is the quality of the case you make. It’s important to use metrics, prepare it in the language of the business (& not HR “foo-foo” language,) and to link it to business goals.
To build acceptance, you may need to meet individually with executives, ask about their needs, the changes they are trying to make, and ask if they have any suggestions on how you can help. It would also be good if you could show them some key people metrics for the organization & ask if they are satisfied with the results. Then, you can have a follow up meeting with them to share your ideas & link them to what they told you they needed. I would also suggest that you may have more success selling small pieces of the big picture solution rather than trying to sell a massive change effort. You don’t have to sell it all at once. They may choke on the total solution.
The most important lever you can use to influence them is your personal credibility. There are some important personal traits you must develop. It is also important to create some small personal wins in the space you are allowed to play. Developing relationships & credibility takes time. Grey hair also helps.
Finally, I defer to the wisdom of Peter Drucker that I have posted in another answer on this forum. He said; “Every decision is made by the person who has the power to make the decision. Make peace with that.” I would add to Peter Drucker’s wise words; “Make peace with that or find another organization where the executives feel a need for the kind of changes you want to make.”