Abstract: Disruptive technological innovation is a key measure to shape new driving forces and advantages, and it is also an important lever for incumbents to accelerate the construction of world-class enterprises. Compared with latecomers, although incumbents have advantages in related fields, their advantages can also lead to organizational inertia, hindering the realization of disruptive technological innovation by incumbents. Proactively carrying out disruptive technological innovation requires overcoming greater organizational inertia. At the same time, facing the national strategic layout of shaping new driving forces and advantages, as well as the catching up with the trend of latecomer enterprises, how to use disruptive technological innovation to achieve self transformation has become the key to accelerating the construction of world-class enterprises. Currently, scholars often view latecomers as research objects of disruptive technological innovation, focusing on their disruptive technological innovation models in differentiated contexts. However, the exploration of the laws of disruptive technological innovation in incumbents still focuses on the process analysis of innovation implementation, such as dividing disruptive technological innovation in incumbents into four stages: opportunity identification, opportunity development, solutions, and subsequent development, or exploring how incumbents can respond to external threats through disruptive technological innovation, all of which overlook the matching relationship between the internal obstacles and capabilities of disruptive technological innovation in incumbents. To this end, a multi case study was conducted on the disruptive technological innovation activities of three incumbents, Hengrui Pharmaceutical, Huawei, and Huazhong CNC (Central Navigation Computer), to explore the inherent laws of achieving disruptive technological innovation in incumbents under the matching relationship between organizational inertia and dynamic innovation capabilities. Research has found that, firstly, in the face of differences in organizational inertia situations, the dynamic innovation capabilities possessed by incumbents can support their disruptive technological innovation behavior, thereby achieving disruptive technological innovation. Therefore, following the research logic of "situation condition behavior result", a disruptive technological innovation model framework of "organizational inertia dynamic innovation capability disruptive technological innovation behavior disruptive technological innovation results" is proposed; Secondly, the disruptive technological innovation models of incumbents can be summarized into three basic models: transplanting and integrating technological changes, collaborative development and technological transformation, and independent and controllable technological leaps. Among them, the transplantation and integration technology transformation model is a model that promotes incumbents to transplant and integrate external core technologies through perceptual ability in the context of rigid organizational inertia of "strong resources weak conventions". The collaborative development technology transformation model is a model that forms an innovation platform based on perceptual and shaping abilities in the rigid organizational inertia context of "weak resources strong conventions", promoting collaborative innovation with other enterprises. The autonomous and controllable technology transition model is a model that supports technology transition by independently constructing a new technology system through perceptual and reconstruction abilities in the context of rigid organizational inertia of "weak resources weak conventions"; Thirdly, incumbents overcome different organizational inertia and rebuild the matching relationship between them through dynamic innovation capabilities with "explicit and implicit" differences, which can achieve dynamic transformation between modes. The dynamic transformation between disruptive technological innovation modes by incumbents depends on the matching relationship between organizational inertia and dynamic innovation capabilities.