Strategic flexibility is another basic element in shaping the dynamic competitiveness of enterprises. In today’s era of dynamic competition, on the one hand, the non-linearity in the competitive environment limits the application of linear management methods and requires corresponding adjustments in corporate strategies; on the other hand, changes in the strategic logic, strategic intentions, management processes and other elements of the enterprise also require a long dynamic response time. Therefore, in the face of a turbulent environment, corporate strategies must be flexible. In fact, protecting and cultivating strategic flexibility can help enterprises cope with environmental uncertainties more easily and effectively, enable enterprises to maintain sufficient freedom of action, and reduce the degree of loss of enterprises. Flexible goals are an important part of corporate strategy. Only by continuously renewing themselves and enhancing external and internal flexibility can enterprises form their own dynamic competitive advantages. External flexibility includes two aspects: on the one hand, it is to increase offensive flexibility and actively prepare for future breakthroughs. On the other hand, it is to enhance defensive flexibility, correct errors immediately after major errors occur, or take effective measures to reduce risks or uncertainties, thereby minimizing the impact of unknown factors. Internal flexibility refers to the ability of organizations to implement buffers when unexpected events occur. Only when corporate strategies have flexible characteristics can the dynamic nature of corporate development be guaranteed and the sustainable competitive advantage of enterprises be maintained as a whole.