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This paper describes the background to the introduction and subsequent sudden withdrawal of a national program of Individual Learning Accounts (ILAs) in England between September 2000 and November 2001. It identifies the reasons for the closure of the scheme as a series of specific errors in the design of administrative systems and particularly the lack of quality control procedures relating to providers and provision. Successes of the national framework are described, including the very large and rapid initial uptake of ILAs and evidence from learner and providers surveys of a high level of satisfaction with the scheme. Weaknesses of the scheme relate to implementation, administration and strategy. An administrative weakness of the scheme was its susceptibility to fraud. There were also concerns that, due in part to the unforseen large and rapid uptake, expenditure ran well ahead of that budgeted. It is suggested that these weaknesses could be addressed by a more rigorous selection process and a more robust and secure administrative system. A more fundamental failure of the ILA system concerns its failure to connect with policy and practice in the rest of the lifelong learning sector, however the author contends that the most serious failure of the scheme was the failure to identify and clarify its overall purpose and objectives. The final problem was uncertainty over whether the scheme would last, with some providers perhaps unwilling to commit any significant effort. The author concludes that much can be learned from both the successes and the failures.