To add more context from the Harvard Business Review article:
> "Laura, our bookkeeper, was bright, hardworking, and
> creative. She’d been very important to our early growth,
> having devised a system for accurately tracking movie
> rentals so that we could pay the correct royalties. But
> now, as a public company, we needed CPAs and other fully
> credentialed, deeply experienced accounting professionals
> —and Laura had only an associate’s degree from a
> community college. Despite her work ethic, her track
> record, and the fact that we all really liked her, her
> skills were no longer adequate. Some of us talked about
> jury-rigging a new role for her, but we decided that
> wouldn’t be right."
(edit: To point out the obvious, in this scenario there was no argument that Laura was an "A Player", just that for her to become an experienced CPA would be a multi-year process, and the company needed a CPA immediately. The options the company has are thus:
A: Put Laura into a job that doesn't add any value to the company, and encourage Laura to retrain as a CPA. It's possible that Laura might be perfectly happy as a bookkeeper, and might not want to retrain. Also since the company needs a CPA immediately, the CPA job isn't guaranteed to be open if Laura finally does retrain, so the company would be asking for a big commitment from Laura with no promised reward at the end.
B: Give Laura a generous severance and a great reference, and help her find a job that is a reasonable "next step" for her in her career.)