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Improvement networks promise to address complex educational problems by coordinating the activity of diverse actors to produce and proliferate changes that address the roots of stubborn educational inequities (Bryk, et. al 2013; Park, Hironaka, Carver, & Nordstrum, 2013). Using data from an in-depth formative evaluation of nine networks for school improvement, we find that the most effective networks are run by hubs that actively participant in the network. These hubs effectuate four drivers of network management: (1) a hub-level improvement process that draws from and feeds into network participants’ improvement process; (2) network routines and norms to spur cross-team problem-solving; (3) procedures to rigorously test, vet, and codify effective change ideas; and (4) integration of systems-level actors into the network.