A high-ranking position provides the leader with the necessary understanding of the system’s values and structure, and brings the power to be able to seize opportunities for innovations, and even the ability to change regulations, allocate resources, and implement the innovative learning reform. The common goal must present the essence and main challenge to be addressed so that it can serve as a symbol for the change that will foster legitimacy and stakeholder support for the investment of the time, money and expertise required. The vision should attract partners and followers, and provide them with the motivation, suggested methods, and narratives to explain the importance of such reform for innovative learning. The vision gives meaning to such concepts as “improving”, “learning” and “environment” providing the necessary context and relevance that are understood by and attractive to potential partners. The vision informs benchmarks and suggests evaluation criteria for assessing implementation measures. Without such a vision, there may well be too many routes to implementation and too much empty rhetoric, even mistrust in future reforms.