| Adhocracy arises out of the need of formal organizations to be able to recognize, understand, and solve problems in highly complex and turbulent environments. |
| Adhocracy focuses on the external organisational growth and is characterised by elasticity, resources, earning, creativity and acclimation. |
| This form of adhocracy also allows for effective use of individuals with specific interests in a short period of time. |
| As a design, adhocracy is malleable and relatively nonhierarchical, rendering it suitable for addressing the complex and ill-structured problems in its environment. |
| Adhocracy, also known as innovative organisation, defines a complex and non-standardised configuration. |
| The adhocracy culture places a great deal of emphasis on flexibility and external focus. |
