From a strategic manager’s perspective, the nonprofit sector can be an alternate universe—normal accounting systems may not exist, leadership behavior norms are different, and access to financial and talent resources are severely limited. But in the past few years the nonprofit sector has undergone a sea of change. To the great surprise of corporate executives who are familiar only with nonprofits that rely on philanthropy, many nonprofits have begun operating earned-income business units or are planning to start them. Nonprofits experimenting with this new challenge now seek sophisticated coaching in strategic management practices such as innovating, developing, and marketing new products and services.