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Digital maturity has become a widely used concept for assessing how firms progress in digital transformation. In both managerial practice and academic research, maturity is often represented as a measurable condition that indicates how far an organization has advanced in adopting digital technologies, redesigning processes, and developing digital capabilities. This view has helped organizations diagnose digital gaps, compare current and desired states, and structure transformation initiatives. However, the dominant maturity logic also creates theoretical limitations. Many maturity models imply that firms move through relatively stable and sequential stages, even though digital transformation unfolds under uncertainty, competitive pressure, technological discontinuity, and organizational resistance. As a result, maturity scores may describe the presence of digital resources but fail to explain whether firms can adapt strategically when external conditions shift. This article reconceptualises digital maturity as strategic adaptability. Rather than treating maturity as a static stage, it defines digital maturity as the firm’s ongoing capacity to align digital strategy, organizational capabilities, resource configurations, and managerial action with changing technological and market conditions. This reinterpretation positions maturity as a dynamic, adaptive property of the firm rather than a checklist of completed digital initiatives. The contribution is threefold. First, the article critiques the static assumptions of existing digital maturity models. Second, it defines strategic adaptability as the central mechanism that translates digital maturity into transformation outcomes. Third, it offers a conceptual foundation for future empirical research and managerial diagnosis by shifting attention from maturity as status to maturity as adaptive capacity.