ABSTRACT
Armed with a vision, a clear and concise description of what the Global Governance Enterprise (GGE) will seek to make different, and an insightful change model that sets out the feasibility of success, attracting partners to join the initiative is the Third Stage. It is understandable that bringing together partners to support, co-create, and implement social innovations will encounter challenges such as inertial resistance to changing the status quo, perceived threats the new approach poses to current practices, identifying people in organizations willing to share the risks a new approach brings, identifying people who find inspiration in the GGE’s ideas, and securing funding support for an emergent GGE. For those who are seeking to assemble partners into a GGE, the difficulties mentioned above should be assumed to be the norm, not the exception: building a GGE is not for the faint of heart. For that reason, understanding how to leverage efforts already underway and resources already committed is an invaluable skill for the governance entrepreneur.
