Human resources are the most valuable resource in any given organization. Organizations that invest in the training and development of their workforce are poised to make tremendous progress and gain a competitive advantage over their competitors. Such organizations are able to embrace and leverage new technologies in their operations. Motorola Company is a coating company that has invested in the training and development of its human resources. Motorola Company faced very high competition in 1979. Galvin Roberts, the CEO of the company, decided to introduce a training institute to train the employees. He made this decision even after facing a challenge without the support of the Board of Directors. Galvin introduced the training center whose role was to help employees anticipate change and deal with market competitiveness. This MTEC training program has been mandated to ensure high quality and zero product defects. The demand for training increased leading to the creation of Motorola University. MTEC expanded to become a university and trained workers in technological advancements such as software engineering. Thirty percent of the university courses were aimed at strengthening and achieving Motorola's core objectives. Each employee was required to undergo 40 hours of training per year to improve Motorola's competitiveness. Motorola has gone a step ahead in training its key suppliers to ensure that its inputs are of the best quality so that they can achieve the same result in its finished product. The training paid off and promoted Motorola's success enormously. Motorola became the first US electronics company to overcome Japanese competition in 1988. It also won the Malcolm Bridge Award. Sales are up... middle of the paper... even that's not a big deal, in companies that practice employee training. Training is therefore an important factor that contributes to the profitability of a company considering that sales achieved are of large volumes when there is training taking place (Compare Infobase Limited, 2007). Robert Galvin, CEO of Motorola, had the option to give in to the directors' proposal (not to invest in employee training) or to invest in employee training to survive in tough competition programs (Business Enterprise Trust 1997). There was also no one named Bob Galvin; or rather, Bob Galvin does not figure in this case. Reference List Business Enterprise Trust, (1997). Motorola. Extracted from: attached case study Compare Infobase Limited, (2007). Importance of training and development. Retrieved from: http://traininganddevelopment.naukrihub.com/importance-of-training.html