Ad-hoc design, or as some people say “design-by-committee” looks at creating solutions to very specific problems. If set in an environment that compromises evaluation of solution iterations for “just getting the project out the door” and not ruffling any feathers whilst doing so, ad-hoc can be very dangerous. It will negatively impact the success of projects, and with it team moral; through highly inflexible and often poorly constructed requirements made by the wrong people in the organization.
Workplaces that commonly nurture the culture type I described are “in-house” teams. Existing in a strictly defined structure, insecure middle management and executives have limited perspective as well as incentive to examine possibilities of improvements suggested from post-committee team members and are almost never willing to challenge the status quo of ineffective decision making authority structures. It’s not their fault, they’re just managers after all, they don’t know any better. They implement linear processes that utilize rational thinking and expect great innovation to just happen without realizing they are actually stifling it.
Result as expected, is a mediocre (at best) solution, that is pushed to production cycle doomed for failure from start because teams which have to implement this solution do so through a microwave process of cooking up aforementioned shitty requirements on high for 2 minutes per pound and are left unsatisfied with the outcome. This is primarily because they recognize a better recipe exists. More delicate process in which care is given to each ingredient by individuals with unique sets of expertise, who are assigned appropriate authorities and derived responsibilities.