In other words, no organizational life by itself implies the imminent death of the firm

Adhocracy culture
The type of organization that promptly and adequately responds to changing external conditions. The word "adhocracy" is derived from the Latin "ad hoc" (on occasion)[1] and defines a dynamic organizational unit. As a rule, the brigade or committee of the organization is dissolved immediately after the completion of the task. The main goal is to accelerate adaptability, provide flexibility and creative approach to business. Adhocracy is often found in businesses such as aerospace, software development, high-end consulting services, and film production. The most important challenges for such an organization are the need to produce innovative products and services and quickly adapt to new opportunities. Leaders are seen as innovators and risk takers. The bond that holds an organization together is a commitment to experimentation and innovation. The emphasis is on trend setting. In the long term, the focus of the organization is on growth and attracting new sources. Success means having new products or services; being a pioneer in this matter is considered important. The organization encourages individual initiative and freedom.
Market culture
Market culture (has nothing to do with the concept of the marketing function and with the idea of ​​​​consumers in the market). The attention of this culture is mainly focused on transactions with external customers, including suppliers, consumers, etc. Its main attitudes are profitability, strength in market niches and strength in the market. This culture is built on the dynamics of competition and the achievement of concrete results. The focus is on driven leaders who are tough and demanding. The organization is united by a common goal to succeed and defeat all rivals. The main value drivers are market share and profitability. An example of such a culture is General Electric under former CEO Jack Welch. His goal was to ensure that each G.E. business unit was first or second in its respective market, otherwise Welch claimed he would sell the company. Another example of a market culture is software giant Oracle, under tough executive chairman Larry Ellison.