The creative individual is no longer viewed as an iconoclast. He—or she—is the new mainstream.

We have to acknowledge that we can't look to manufacturing or natural resources to drive growth like we have in the past. Human capital, talent, and knowledge are our most important resources now. Every city has hidden seeds of opportunity waiting to be nurtured. Places like Detroit, Cleveland, and Pittsburgh are among my favorite cities. They have great universities, clusters of innovation across a range of industries, and pools of innovative and creative talent to build on.

Housing has always been a key to Great Resets. During the Great Depression and New Deal, the federal government created a new system of housing finance to usher in the era of suburbanization. We need an even more radical shift in housing today. Housing has consumed too much of our economic resources and distorted the economy. It has trapped people who are underwater on their mortgages or can't sell their homes. And in doing so has left the labor market unable to flexibly adjust to new economic realities.

Toronto won't topple New York or London as a financial center, nor will it dethrone Los Angeles as the international entertainment capital, but with its large and stable banks, numerous knowledge-based industries thriving in the surrounding mega-regions, and an increasingly diverse population, it will gain ground. And with employment opportunities in the largest centers eroding, it can make a big move on top global talent. It stands as a model of an older, once heavily industrial Frostbelt city that has not only turned itself around but continues to grow and thrive.

Too much of what led up to the crisis in the old bubble days—the conspicuous consumption, the latter-day Gatsbyism—was fueled by a need to fill a huge emotional and psychological void left by the absence of meaningful work. When people cease to find meaning in work, when work is boring, alienating, and dehumanizing, the only option becomes the urge to consume—to buy happiness off the shelf, a phenomenon we now know cannot suffice in the long term.

Beneath the surface, unnoticed by many, an even deeper force was at work—the rise of creativity as a fundamental economic driver, and the rise of a new social class, the Creative Class.

We need to find ways to transform the more than 60 million service jobs, which make up 45 percent of U.S. employment, in the same way - rewarding workers financially, encouraging and empowering creative participation, creating professional communities, and so on. We can look to any number of new companies - from Zappos, to Starbucks, to American Apparel - for examples of how this idea might play itself out. We need to do more to make service jobs into higher-paying family-supporting jobs of the future.