Hitachi Data Systems Corporation provides information technology (IT) infrastructure, analytics, content, and cloud solutions and services to its customers. Its products include storage systems, networking solutions, and software products. The mission statement of the global learning team includes developing the skills, knowledge, and attitudes of its employees but also its partners, suppliers, and customers. The learning team at Hitachi Data Systems includes business interlock (BI) professionals who work with product marketing managers, engineers, and sales professionals to understand the strategic direction of each of these areas. The BI professionals also will work with clients, suppliers, and customers to understand the knowledge and skills that Hitachi Data Systems employees need to explain and provide them with appropriate and effective products and solutions. The learning team is in charge of several different programs. One program it leads is the Global Sales Boot Camp for new hires in sales and solutions consulting. This helps new hires understand Hitachi’s products and solutions. Another program provides product training to sales engineers that gives them the knowledge to deliver product demonstrations and suggestions about IT architecture to customers. A third program for field engineers provides them with the knowledge and skills they need to visit customers to install software, run cabling, set up servers, and get Hitachi’s products up and running. Keeping Hitachi’s employees current on product knowledge and solutions is difficult because they work in over 100 different companies. To meet this challenge the learning team has developed online access to virtual training programs and product learning spaces. Is it strategic to involve partners, customers, and suppliers in training? Explain why or why not? What model is Hitachi Data Systems using to organize its training function? Provide examples to support your answer.