The paper by Verhoef et al. (2021) explores digital transformation as a multidisciplinary phenomenon, emphasizing its impact on business models, strategies, and organizational structures. It identifies three stages of digital transformation: digitization, digitalization, and digital transformation. Digitization involves converting analog information into digital formats, while digitalization refers to using digital technologies to improve business processes. Digital transformation represents the most pervasive stage, leading to the development of new business models that create and capture value. The paper highlights the need for firms to adapt to digital changes by acquiring digital resources, such as digital assets, digital agility, digital networking capabilities, and big data analytics. It also discusses the importance of organizational structures that support digital transformation, including flexible and agile structures, and the role of digital functional areas in enabling value creation. Digital growth strategies are also examined, with a focus on platform-based strategies that allow firms to expand into new markets and develop new products. The paper identifies several growth strategies, including market penetration, product development, market development, and diversification, and discusses how these strategies can be applied in different phases of digital transformation. The paper also addresses the importance of metrics and goals in measuring the success of digital transformation. It emphasizes the need for firms to track both intermediate and outcome-based metrics to assess the effectiveness of their digital strategies. The paper concludes by proposing a research agenda that encourages further interdisciplinary research on digital transformation, focusing on areas such as digital readiness, digital resilience, and the impact of digital transformation on firm performance.The paper by Verhoef et al. (2021) explores digital transformation as a multidisciplinary phenomenon, emphasizing its impact on business models, strategies, and organizational structures. It identifies three stages of digital transformation: digitization, digitalization, and digital transformation. Digitization involves converting analog information into digital formats, while digitalization refers to using digital technologies to improve business processes. Digital transformation represents the most pervasive stage, leading to the development of new business models that create and capture value. The paper highlights the need for firms to adapt to digital changes by acquiring digital resources, such as digital assets, digital agility, digital networking capabilities, and big data analytics. It also discusses the importance of organizational structures that support digital transformation, including flexible and agile structures, and the role of digital functional areas in enabling value creation. Digital growth strategies are also examined, with a focus on platform-based strategies that allow firms to expand into new markets and develop new products. The paper identifies several growth strategies, including market penetration, product development, market development, and diversification, and discusses how these strategies can be applied in different phases of digital transformation. The paper also addresses the importance of metrics and goals in measuring the success of digital transformation. It emphasizes the need for firms to track both intermediate and outcome-based metrics to assess the effectiveness of their digital strategies. The paper concludes by proposing a research agenda that encourages further interdisciplinary research on digital transformation, focusing on areas such as digital readiness, digital resilience, and the impact of digital transformation on firm performance.