Cal Newport's concept of deep work — cognitively demanding tasks performed in a state of distraction-free concentration — has become essential in knowledge work. This article explores the neuroscience behind deep work (myelination, flow states, attention residue), the economic argument (deep work produces disproportionate value in a shallow world), and practical implementation strategies: time-blocking, the shutdown ritual, digital minimalism, and the craftsman approach to tool selection. It also addresses organizational barriers to deep work and how managers can create environments that protect focused time.