Design students often enter the field with a passion for creating positive social and environmental change, but they quickly encounter the reality of limited agency in professional settings. This challenge persists regardless of experience level. The authors of *Designing Tomorrow*, including Steve 'Doc' Baty, emphasize that the most pressing question designers face is not about what to change but how to instigate change within organizations resistant to it. To effectively drive change, designers must understand their organization’s structure, goals, and challenges. This understanding is crucial for building effective collaborations. The article outlines three key components of an organization’s DNA: its structure, strategic goals, and the challenges it faces. By grasping these elements, designers can align their initiatives with the organization’s needs, thereby increasing the likelihood of gaining support for their projects. Aligning design initiatives with key performance indicators (KPIs) is essential for securing management buy-in. If a project doesn’t fit within existing metrics, it may struggle for approval. Designers should articulate how their proposals align with KPIs or even leverage external frameworks like the United Nations' Sustainable Development Goals to justify their initiatives. The article highlights Patagonia as an example of a company that uses KPIs effectively to measure sustainability impacts, demonstrating how businesses can track metrics like carbon footprint and resource efficiency. Finally, successful advocacy for design change requires understanding the language of management and market dynamics. Designers should rely on data rather than emotional appeals to make their case. While financial data is important, it doesn’t always need to be complex; straightforward data that illustrates the potential benefits of change can be compelling. This approach helps bridge the gap between design thinking and business realities, enabling designers to make a more persuasive case for their initiatives.