Yep, this is difficult, but I think it is the correct approach. To follow on: if you do this successfully and you also demonstrate technical value to the organization, you are very likely to find yourself with enough credibility to successfully advocate for (or lead) efforts toward better engineering practices.

If you do all this, and never gain that credibility, possibly due to problematic individuals at the higher levels of the organization (which you can't control), then it's probably time to move on.