Warren Bennis, a prominent organizational theorist, famously predicted in the 1960s that the traditional bureaucratic model of organization was becoming obsolete and would be replaced by new forms better suited to a rapidly changing, complex, and knowledge-intensive environment. He characterized these 'organizations of the future' as primarily organic-adaptive structures and temporary systems.

Organic-Adaptive Structures: Bennis envisioned organizations moving away from rigid, mechanistic, and hierarchical bureaucracies towards more flexible, decentralized, and responsive structures. Key characteristics of organic-adaptive structures include:

1. Decentralization: Authority and decision-making are distributed throughout the organization, empowering individuals and teams rather than concentrating power at the top.
2. Flat Hierarchies: Fewer layers of management, promoting quicker communication and reducing bureaucratic red tape.
3. Emphasis on Expertise: Power and influence are based on competence and knowledge rather than formal position. Experts are valued and given autonomy.
4. Collaboration and Teamwork: Work is organized around project teams and task forces, fostering interdisciplinary collaboration and shared problem-solving.
5. Open Communication: Information flows freely across the organization, encouraging transparency and shared understanding.
6. Adaptability and Learning: Organizations are designed to continuously learn, adapt, and innovate in response to environmental changes, rather than adhering to fixed routines.
7. Humanistic Values: A focus on individual growth, self-actualization, and creating a supportive work environment, recognizing that human potential is a key organizational asset.

Temporary Systems: Complementing the organic-adaptive nature, Bennis also predicted that these future organizations would increasingly rely on temporary systems. This concept implies that:

1. Project-Based Work: Organizations would be structured around specific projects or tasks, with teams forming to address a particular problem or opportunity and then disbanding once the goal is achieved.
2. Fluid Boundaries: The composition of teams and even the organizational structure itself would be fluid, changing as needs evolve. Individuals might move between different projects or even different organizations more frequently.
3. Focus on Problem-Solving: The primary driver for forming these temporary systems is to bring together the necessary expertise to solve complex, novel problems that cannot be handled by static, functional departments.
4. Dynamic Networks: Organizations would operate as dynamic networks of individuals and teams, both internal and external, rather than as self-contained, monolithic entities.

In essence, Bennis argued that the future organization would be less like a machine and more like a living organism – constantly evolving, adapting, and reconfiguring itself to meet new challenges. It would be characterized by a high degree of flexibility, a reliance on diverse expertise, and a culture that values collaboration and continuous learning over rigid control and static structures. His predictions have proven remarkably prescient, as many contemporary organizations, particularly in technology and knowledge-intensive sectors, exhibit these very characteristics through matrix structures, agile teams, and project-based work.