Utilizing case studies situated in unique types of higher education settings in three different countries, this chapter emphasizes the “transformation of institutions with strategic vision and planning to build brand identity.” The institutions differ in size, location, socio-economic and cultural context; however, they all feature a distinguishing element in their success: shared leadership. According to Morrison et al. (Strategic doing: ten skills for agile leadership. Wiley Publishing Company, New York, 2019), shared leadership is defined as leadership that is carried out by the team [rather] than solely by a single designated individual. There is a growing body of research that points to shared leadership in teams and organizations as being positively associated with team effectiveness and productivity; and, that the relationship between shared leadership and effectiveness is even stronger when the team’s work is highly complex. Each case study showcases the complexity of the environment as well as the value and effectiveness of utilizing a team approach. Ranging from the establishment of a new “Renaissance-style” Canadian engineering school, to the dynamic cultural and strategic shift at a 120-year-old midwestern, United States engineering university, to the government-driven merger of South African universities and Technikons in a post-apartheid era, the authors narrate the opportunities and challenges presented in these transformative moments, as they create, build upon, and/or maintain their brand identities. Academic leadership audiences will benefit from strategic documents, best practices, applicable insights, retrospective lessons learned, and suggested references, as they engage this chapter.