Under the background of supply-side structural reform, this paper focuses on how to build enterprise longevity genes. Borrowing the idea of biological DNA, it proposes that corporate DNA is the core genetic code that determines enterprise form, development scale, operational health and life cycle. An enterprise should take growth and creating value for customers as its original goal, rather than simply pursuing profit maximization.

The core value of corporate DNA theory can provide senior enterprise executives with an operational diagnosis and analysis framework to judge enterprise status such as health and sub-health. The key to a longevity enterprise lies in cultivating high-quality innate genes and adhering to the law of survival of the fittest for acquired evolution. Enterprises can also modify genes, introduce strategic investors, replace professional managers, restructure through capital market and other means to renovate genes and achieve long-term development.

Taking German centennial enterprises and hidden champions as benchmark samples, this paper summarizes the genetic characteristics of benchmark enterprises: most of them are family-run, adhere to niche strategy, deeply cultivate segmented fields, take quality as the core, attach importance to innovation and reform, cultural inheritance, efficient execution and leadership construction, and become the backbone of economic development. Meanwhile, it points out that innovation gene is the core of enterprise inheritance. By reconstructing corporate DNA, reorganizing production factors and reshaping value, enterprises can adapt to market competition and the general trend of mass entrepreneurship and innovation.

Drawing on the nucleotide combination logic of biological DNA, the four core systems of corporate DNA consist of organizational structure, information transmission, adaptation and incentive mechanism, and command and decision-making system, which are the foundation of enterprise vitality:Organizational structure system: prone to problems such as redundant management levels, narrow management span, insufficient authorization, high management cost and slow market response; improvements can be achieved by streamlining levels, clarifying specifications, optimizing promotion and carrying out management training.Information transmission system: focuses on the inheritance of corporate culture and values, solves pain points such as poor information circulation and divorced business plans, and improves operational efficiency by dividing independent business units and delegating planning and decision-making power.Adaptation and incentive mechanism: aiming at distorted performance evaluation, unreasonable assessment standards and imprudent investment decision-making, establish quantitative scorecards and bind decision-makers' interests to stimulate the vitality of employees and management.Command and decision-making system: solve problems such as ambiguous power and responsibility, arbitrary decision changes, poor cross-departmental collaboration and absence of authorization; clarify decision-making power and responsibility, set up special committees, and coordinate cross-departmental collaboration.

This paper concludes that the four systems are intertwined and complementary. The corporate DNA framework helps managers diagnose operational bottlenecks and optimize organization and management models. There are no eternal immortal enterprises in the world, only sustainable longevity enterprises. Only by continuously optimizing corporate DNA, focusing on refined operation and adhering to innovative evolution, can an enterprise build a century-old foundation.