This study examines the transformation of organisational structures in the field of graphic design within the framework of the concept of adhocracy, discussing which organisational models can more effectively manage creative processes. Graphic design, due to its interdisciplinary, project-based and rapidly changing nature, is often incompatible with traditional hierarchical organisational forms. In this context, the main problem addressed by the study is the extent to which bureaucratic and centralised structures limit the creative, flexible and innovative nature of graphic design, and how the adhocracy model offers an alternative in this field. The aim of the research is to examine the theoretical counterpart of adhocracy in graphic design practice and to evaluate the applicability of this model through elements such as flexible team structures, horizontal decision-making processes, role fluidity, and digitalisation. The study does not include any empirical field research and is based on literature review, document analysis, and content analysis methods in line with a qualitative research approach. The theoretical framework is based on organisational theory and creative industries literature, primarily by Alvin Toffler and Henry Mintzberg. The findings show that adhocratic structures support creativity, innovation, and interdisciplinary collaboration in graphic design, but also carry risks such as role ambiguity, coordination problems, and leadership deficiencies. Consequently, adhocracy largely aligns with the dynamic nature of graphic design. In conclusion, while adhokrasi is a model that largely aligns with the dynamic nature of graphic design, it is considered an organisational structure that requires support in the form of open communication, clear role definitions, and strategic leadership mechanisms to ensure sustainability.