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This paper reports on initial findings from Scaling Up through Networked Improvement (SUNI), a 5-year project to test and refine a practical theory of scaling complex educational innovations within institutions, specifically the Carnegie Math Pathways (CMP), a developmental math reform in community colleges. The study examines the roles and practices of leaders in enacting organizational change needed for successful implementation at scale as well as how a formal improvement model, A3, supports the development of leadership capacity. Using improvement research and case study approaches, analysis of the first cohort’s CMP implementation reveals that a broader scope of institutional processes is critical for implementation than had been hypothesized and underscores the critical role of communication and coordination for achieving effective implementation.