Adult Continuing Education (ACE) and Human Resource Development (HRD) have grown tremendously in the last quarter century. ACE experienced tremendous growth in the 60s and 70s, with over 17 million attending colleges and universities, and local school and community adult education programs by the end of the 1970s. More ACE programs were started than in any other time in history. With increased governmental support, large registrations, and recognition by central administrators, ACE was increasingly becoming a prime provider of enrollments and revenue. On the other hand, HRD is considered now as the most rapidly growing program in adult learning. While all this growth in HRD has gone on, what has ACE been doing? ACE continues to primarily offer courses for the individual learner. While notable successes are reported in the development of contractual relationships with companies and agencies, the attempt to provide contract courses for the most part have not been widely successful. The present structure and orientation of most ACE programs is one of competition with other programs, including HRD, for the education of the adult learner. Because of the attitude of business toward education, the collective force of consultants, and the mediocre marketing of ACE, schools, colleges, and universities are losing the race. Many ACE programs are walking backwards into the 21st century, looking at what they did so successfully in the 60s and 70s and not willing to turn around and acknowledge that orientation no longer works. Unless a substantial reorientation is made, many programs will be minimal providers or even terminated before the end of this century. What can ACE do? The author presents ten recommendations to be considered. (Contains 2 tables.) [This article was originally published in "Livelong Learning," v12, n7, p13-17 (May 1989).]