An emerging body of literature suggests that systemic efforts to change institutions are enhanced when change actors utilize multiple approaches or strategies to change that capitalize on their individual, team, or organizational assets. Given that little research in higher education has examined the ways leaders deploy multiple strategies in service of change, this study sought to fill this gap in the literature by studying an effort that deployed several strategies or theories of change. Building on emerging literature about the value of multiple theories of change, the study followed the Association of American Universities (AAU) science, technology, engineering, and mathematics (STEM) Initiative, which aimed to improve undergraduate teaching in STEM at research universities and utilized multiple theories to inform a complex strategy. This research shows the value of using multiple theories of change and also provides guidance on the best way to harness or use multiple change approaches.