Organization Change Networks (OCNs) are increasing in use as a lever for fostering systemic change in higher education. OCNs are inter-organizational networks composed of institutional members that seek to advance targeted goals such as improving STEM education. This study presents findings from a six-year study of six STEM education-focused networks. Using extensive qualitative date, the results suggest that OCNs experience a four-stage life cycle (including Formation, Development and Growth, Maturity, and Transformation or Sunsetting), as well as manage a set of critical considerations (i.e., purpose; leadership; membership; and funding) that weave throughout the life cycles but manifest differently across stages. Offering a framework that situates OCNS in relationship to other kinds of networks in higher education, the article contributes to emerging conceptual understanding of OCNs as unique collaborative forms designed to advance significant change goals. Additionally, the findings provide ideas for higher education leaders considering institutional membership in OCNs, policy makers considering supporting them, and current and potential leaders of OCNs pertaining to navigating network developmental stages and addressing such considerations as leadership pipelines, scaling network size, and institutionalizing network processes. Finally, the article highlights further questions that should be examined about OCNS, such as how they impact their member institutions and interact with other organizations in the broader context in which universities and colleges are situated.