We analyze innovation in university strategic plans to assess whether innovation is a stated priority, to what end innovation is sought, and whether innovation is a comprehensive strategy or more carefully bounded, excluding innovation opportunities. Our analysis utilized Atlas.ti software to quantify word usage and to extract and classify sentences that state innovation intentions. Innovation, entrepreneurship and transformation are mentioned often in university strategic plans, conveying aspirations to change, both inside the university (to improve the institution) and outside (for the benefit of society at large). In recent years (especially since 2015), these terms have become unifying themes of many plans aiming to modernize, improve and become more responsive to societal needs, spanning multiple mission areas. Moreover, the terminology has been adopted by a broad range of American universities, though less often by those that have the highest rankings for their undergraduate education and research programs. Though innovation strategies nudge universities toward change by promoting adoption of technology, service to diverse students, and creation of buildings and spaces for collaboration, strategic plans do not express aspirations for disruptive forms of innovation that alter the direction of higher education.