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But arguably no big business has smashed the clock quite so resolutely as Best Buy. The official policy for this post-face-time, location-agnostic way of working is that people are free to work wherever they want, whenever they want, as long as they get their work done.

So bullish are Anderson and his team on the idea that they have formed a subsidiary called CultureRx, set up to help other companies go clockless. CultureRx expects to sign up at least one large client in the coming months.

It seems to be working. Since the program's implementation, average voluntary turnover has fallen drastically, CultureRx says. Meanwhile, Best Buy notes that productivity is up an average 35% in departments that have switched to ROWE.

"It wasn't hugs and smiles," she says of Ressler's and Thompson's campaign. "Managers in the old mental model were totally irritated." In the e-learning division, many of Wells's older co-workers (read 40-year-olds; the average age at Best Buy is 36) expressed resentment over the change, insisting that work relationships are better face-to-face, not screen-to-screen. "We have people in our group who are like, `I'm not going to do it,'" says Wells, who likes to sleep in and doesn't own an alarm clock. "I'm like, `that's fine, but I'm outta here.'" In enemy circles, Ressler and Thompson are known to this day as "those two" and "the subversives."

`How are you going to measure this so you know you're getting the same productivity out of people?'"

Achen could see that not only was his team's productivity up, but engagement scores, or measuring job satisfaction and retention, were the highest in the dot-com division's history.

"For years I had been focused on the wrong currency," says Thompson. "I was always looking to see if people were here. I should have been looking at what they were getting done."

Achen says he would never go back. Orders processed by people who are not working in the office are up 13% to 18% over those who are. ROWE'ers are posting higher metrics for quality, too. Achen says he believes that's due to the new office paradox: Given the constant distractions, it sometimes feels impossible to get any work done at work.

But it's worth remembering that most big companies fail to grow at the rate of inflation. That's true in part because the bigger the company gets, the harder it is to get the best out of each and every employee. ROWE is one of Best Buy's answers to avoiding that fate. "The old way of managing and looking at work isn't going to work anymore," says Ressler. "We want to revolutionize the way work gets done." Admit it, you're rooting for them, too.

Unstructured work is not for everyone That kind of approach, which management consultants like to call a “results-oriented workplace,” might be fine for a creative endeavor like programming or design, or even for businesses (like GigaOM’s) that involve brain-powered work such as writing.

There’s another risk Holman’s description of the new unstructured workplace brings up, something we’ve written about a lot at GigaOM, and that is the impact that this can have on the “work-life balance” of employees. Says Holman:

By allowing for a more flexible work schedule, you create an atmosphere where employees can be excited about their work. Ultimately it should lead to more hours of work, with those hours being even more productive. Working weekends blur into working nights into working weekdays, since none of the work feels like work.

Knowledge workers of all kinds find themselves answering emails or responding to text messages at all hours of the day and night, working on weekends, and so on. And the increasing globalization of many industries has just accelerated this phenomenon, since some staffers or contract workers may be in completely different time zones.

One thing is clear, however: This phenomenon isn’t going away; if anything, it is increasing, as more work becomes knowledge work, and as more companies try to adapt to a cloud-based and global world (flexible hours and an increase in freelance or contract work also has real benefits for companies in terms of lower costs, some of which are pushed down to the individual worker, such as the cost of health benefits).

Companies like VMWare are trying to help figure out how the nature of work changes when it occurs in “the cloud” and the workforce moves toward what CEO Paul Maritz calls the “post-document era.” Instead of sitting at desks moving paper around, more people are working in ways that are difficult to define, that involve streams of information that don’t start or stop at specific times.

Netflix has what it calls an “unlimited vacation” policy, which allows workers to take time whenever they need it, provided they arrange to have their work completed when necessary. Social Media Group, a Toronto-based consulting firm, is another that has taken this approach — one that CEO Maggie Fox described in a recent blog post.