This chapter traces the evolution from general governance concepts to destination governance, emphasizing the shift from hierarchical government to more cooperative, networked models involving public and private actors. It defines Destination Management (DM) as the strategic process for sustainable destination development, managed by a Destination Management Organization (DMO). The chapter contrasts DM in typical business contexts with its complexities in territorial systems, noting challenges in resource control and stakeholder engagement due to fragmented ownership and autonomous operators. It highlights the DMO’s central role in strategic vision, internal political processes and fostering entrepreneurial potential. Key DMO functions are detailed, including destination marketing (familiarization trips, advertising, brand management) and Destination Management (finance, research, quality control, human resource development). The chapter also discusses various configurations of pivotal entities (private, public, mixed) responsible for strategic planning and coordinating local actors, underscoring the necessity of a shared vision and participatory approaches for destination success.