The Sunday, August 1, 1993 edition of the "Washington Post" featured the headline: "Indians, Foreigners Build Silicon Valley in Bangalore." In the article, Bangalore, a city of more than four million people, was described as "an island of relative affluence and social stability in this ancient land." Multinational high-tech firms, such as IBM, Texas Instruments, Digital, and Hewlett-Packard, had opened offices in Bangalore, attracted by its "temperate climate and low-wage but well-educated labor pool." That Bangalore was a mecca for computer-trained graduate students came as no surprise to Harvard's Division of Continuing Education (DCE), which had been working to establish the Indian Computer Academy (ICA) since 1988. The surprise was that by 1994 the joint collaboration ended in ruins despite an appropriate level of groundwork, partners with excellent academic and financial credentials, and a high level of need for the kind of graduates the ICA wished to produce. In this article, the author presents a case study of the experiences he and his Harvard Division of Continuing Education colleagues had in Bangalore from 1988 to 1993. He concludes his case study with a salutary caveat: "A hard lesson was learned, and at a time when globalization and the lure of other markets make it difficult to resist the impulse to undertake overseas collaborations, we hope our continuing education colleagues will benefit from our experience."