US higher education institutions are undergoing a profound transformation in response to mounting external pressures. Historically shaped by industrial, political, and social demands, colleges and universities today face evolving market forces, shifting demographics, growing skepticism about value, technological advances, and financial instability. These forces, compounded by the aftermath of the COVID-19 pandemic, have catalyzed widespread change in teaching and learning. In particular, a more diverse student population, increasing demands for accountability, and digital innovations are prompting pedagogical shifts both at the institutional and classroom levels. This chapter examines the practical mechanisms—or “levers”—that institutions use to drive change in instructional practice. Drawing on organizational research and theories of change, the authors identify and analyze these levers through a comprehensive review of literature and documented outcomes. The analysis reveals how faculty members, institutional structures, and strategic policies interact with external catalysts and explores persistent barriers such as siloed decision-making, misaligned incentives, and limited resources. The chapter aims to bridge the gap between conceptual change theory and practical implementation, offering insight into how institutions can support systemic, sustainable improvements in teaching and learning. Ultimately, the chapter underscores the importance of understanding and activating change levers to align educational practices with contemporary cultural and societal demands.