Hi Ben,

Great questions!

First, the series here is for investment managers and not for analysts, and some of the problems you highlight are the sorts of issues that analysts typically face. However, I know that some investment managers work with a team or are a part of an investment committee. In other words, I know that wasn't the answer you were looking for me to provide : ) And I most certainly am not punting because I have some insights; or at least, I would like to think I have some insights.

Second, one of my favorite analogies comes courtesy of the creator of Star Trek, Gene Roddenberry, who when he created writers' guidelines for the series in the early 60s warned: "Only ever make your audience take one leap of faith per episode. Every audience is willing to make one leap of faith, but not more." I think this is remarkably insightful for all of those who dare ask change of their audience. So one of the ways you can have your creative insights recognized is to slowly earn the trust of your audience. In your example I am guessing you were imagining your audience as the investment decision maker. Sometimes this can take years. It all depends on how far you are asking your audience to leap.

Third, isn't possible that the aspiring analyst with the enormous creativity and the underappreciated idea could use those powers of creativity to discover the right way of presenting her/his suite of creative ideas in such a way as to be heard, and in such a way to be convincing? Thought so.

In each of my responses I am putting the burden for the creative message firmly on the shoulders of both the person with the creative idea, but also on the listener, too. In a previous response to Tom Brakke (and others) I stated that I thought most investment management firms are not particularly creative. So, yes, firms need to better recruit for creativity and then create a culture that allows creativity to flourish. Your questions above highlight some of the unimaginative and ossified practices of most investment management firms. Yet, the creative analyst does not get off so easily! It is not just enough to have the best idea. In my experience the best ideas must move through a natural cycle of: inspiration - imagination - thought - word - deed. Creativity is just one portion of this chain of moving an inspiration to reality. So analysts must absolutely be committed to their ideas becoming reality, and to mastering the art of the communication necessary to make it happen.

If the above fails to persuade a recalcitrant and particularly tone-deap recipient then I would suggest that the creative analyst write down her/his ideas, including the date and time of the ideas, the price of the assets associated with the idea, and use this tangible document of one's tangible ideas. This accumulated wisdom serves the analyst, but also the firm, if, in fact, that investment idea diary entries can demonstrate a creativity aptitude. If that doesn't work I would suggest looking for a firm that appreciates your full suite of skills.

Whew, and with smiles!

Jason