In the late 1970s, Motorola CEO Bob Galvin knew that the electronics industry was growing increasingly competitive. Though Motorola was faring well in the battle, technology was sprinting ahead. In fact, most technical knowledge was obsolete within a five-year time frame. In an attempt to embrace the change, Galvin proposed to his board of directors an extraordinary commitment to the training of Motorola's entire workforce--from executives to shop floor employees. He was met with strong resistance, however, due to the time and financial resources such training would require. Galvin was faced with a dilemma: if he accepted the board's counsel, the company might fall behind as the velocity of technological change increased; if he pushed for the investment in training, he might jeopardize short-term performance and competitive position. Teaching Purpose: Allows students to think strategically about the struggle of maintaining a competitive edge in a fast-changing industry and to discuss the real-life benefits that can result from investing in employees. Supplements available (from Harvard Business School Publishing).