Late-stage enterprises often face the challenge of managing destructive innovation, which can disrupt existing business models and threaten their survival. This research paper aims to analyze the mechanisms employed by late-stage enterprises in Hebei Province to effectively manage destructive innovation. The study will utilize a case study approach, selecting a representative sample of late-stage enterprises from various industries in Hebei Province. Data will be collected through interviews with key stakeholders, including top management, innovation teams, and employees involved in innovation projects. The research will identify the mechanisms and strategies employed by these enterprises to manage destructive innovation, such as open innovation partnerships, technology scouting, venture capital investments, and internal innovation programs. The study will also explore the role of organizational culture, leadership styles, and communication channels in facilitating effective management of destructive innovation. Data analysis will involve thematic coding and pattern recognition to identify common themes and patterns related to the mechanisms employed by late-stage enterprises. The findings will provide insights into the specific mechanisms and strategies adopted by enterprises in Hebei Province to address the challenges posed by destructive innovation. The research outcomes will contribute to the understanding of effective mechanisms for managing destructive innovation in late-stage enterprises. The findings can guide policymakers, industry leaders, and entrepreneurs in Hebei Province and beyond in developing strategies to foster innovation and enhance the competitiveness of late-stage enterprises.