As Jason wrote, "the most obvious application is in generating new investment ideas." In many investment organizations, that is pretty much the only way that creativity is defined.

That sets up an interesting dichotomy, where investment professionals think of themselves as creative (and organizations like Focus Consulting say that's one of the strongest skills of good analysts and portfolio managers), but that creativity tends to be one-dimensional, limited to producing investment ideas.

Obviously, that's extremely important, but it isn't all that investment organizations need. There should be a focus on improving methods and being more creative when it comes to organizational design. Because those things are viewed as much less important than picking investments (or not considered at all), organizations tend to be remarkably un-creative in many respects and almost proud of it.

Good organizations foster both.

[In the last few months, I have given presentations at a number of CFA societies, "Creativity in the Investment Process," that focus on these issues. Jason identifies the need for personal creativity to be successful in the business; organizations need to take that message to heart as well.]