AbstractAccording to a series of twenty case studies on office productivity and technology in major U.S. corporations, there is a significant lack of intellectual specialization among managers and professionals. Thai is, managers and professionals devote a relatively small fraction of their work time to management‐ and professional‐level work, and a relatively large fraction of their time to support and nonproductive tasks. In addition, the study found significant staffing imbalances throughout the cases: In nearly every office, there were more managers and professionals, and fewer support workers, than were required to perform the work cost‐effectively. An analysis of this situation suggests that a typical organization could reduce its annual office payroll costs by over 15 percent by calibrating its staffing mix and increasing the intellectual specialization of its office workers. Further, the apparent failure of massive corporate investments in office technology to achieve commensurate increases in white‐collar productivity is likely due, in large measure, to reductions in the intellectual specialization of office workers resulting from myopic staffing decisions. The article concludes with advice on measuring and tracking office productivity, developing a coherent office productivity strategy, and making office staffing and technology decisions.