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Digital growth and digital transformation are often treated as interchangeable signs of managerial success, yet they describe fundamentally different organizational realities. Digital growth refers to visible expansion in users, transactions, revenue, traffic, and market reach. Digital transformation refers to deeper changes in organizational capabilities, processes, culture, data use, and strategic logic. This article argues that the distinction is not semantic but managerial. The problem is that firms, boards, and investors frequently reward digital growth as though it were proof of transformation. Rapid increases in customer acquisition, app usage, online revenue, or platform participation can create the impression that a firm has become digitally mature. Yet such growth may occur while the organization remains operationally fragile, culturally analogue, technically debt-laden, and strategically dependent on external platforms or paid acquisition channels. The objective of this viewpoint article is to disentangle digital growth from digital transformation and to show why the confusion matters for strategic management. It develops the argument that digital growth can be accelerated through scaling mechanisms, whereas digital transformation requires slower and more difficult capability building. The article therefore challenges the dominant managerial habit of treating growth dashboards as transformation evidence. The article contributes a practical distinction between growth logic and transformation logic. It shows that rapid scaling can coexist with weak transformation, that customer acquisition can mask organizational underdevelopment, and that operational strain often remains invisible until growth slows. The central conclusion is that leaders must measure what they transform, not only what they grow.