“Creativity is not some exotic, optional extra,” says the author of Out of Minds: Learning to be Creative. “It’s a strategic issue.”I’ve always believed that we all have these immense natural talents–we don’t all know what they are and we have to discover them. Very often organizations are inflexible because there is too little communication between functions; they are too segregated. A lot of people in organizations are disengaged–there’s a lot of research to show that. They turn part of themselves off when they get to work.There was a report published in the fall by IBM called Capitalizing on Complexity. It was based on a survey of 3,000 CEOs of for-profit companies, non-profits, social entrepreneurship and public sectors from around the world asking what’s on their minds. What was interesting about it was that this year the CEOs said they had three overall priorities. The first priority was running organizations that can respond to complexity because the world is getting more complex every day. Second was how to run organizations that are adaptable and resilient to these changes. But the top priority was how to promote creativity in organizations.