The COVID-19 pandemic has changed the way in which our social structure works to a great extent. It has also brought to light the many and serious issues with existing business plans and ensuring the continuity of business operations.

It appears that sometimes companies need to experience serious difficulties in the way they do business in order to accept needed changes.

The Results-Only Work Environment’s founder, Jody Thompson, expresses the opinion that regardless of the many challenges the pandemic presented us with, it has also showed us that we should dispose of old paradigms in favor of a more balanced future workplace. She also thinks that leaders are doing whatever they can to preserve their power over people instead of supporting them in what they do. They concentrate on power and the control of whether their employees work instead of how efficient they are at their tasks.

Mrs. Thompson also reiterated that although leaders are aware about what causes the problems in the workplace, they are not addressing the matter of measurable results. They only point out when employees should come to the office, how long they should work and when they are allowed to get vacation days.

Here’s when the transformative management model ROWE comes to challenge the established system of how work should be conducted. The Jody’ solution relies entirely on measurable outcomes. The idea is to use consulting, education and services for change management to aid leaders in a range of businesses to put up together a work environment where people are entirely autonomous, yet a hundred percent accountable.

Mrs. Thompson is also on the opinion that people do not want flexibility, and that it only serves managers to exert stricter control over employees’ time. According to her, although flexibility is quoted as a benefit, in reality, it means having to ask managers for permission for remote work or work from a different place.

The ROWE methodology dates back to 2004 and was in essence a Fortune 100 company innovation engine.