This study investigates the previous studies on successful digital transformation initiatives in government organizations and deduces the tangible and intangible benefits to showcase some real-life examples and evidence. This article provides a thorough evaluation of the available literature on successful digital transformation initiatives. It analyzes 53 important success elements grouped across seven dimensions, giving a conceptual framework for executing digital transformation in government organizations. The research identifies key success elements that are crucial for digital transformation, emphasizing the importance of clear planning, flexibility, agility, and robust data security measures. This study provides practical insights for organizations aiming to undertake digital transformation initiatives, highlighting strategies to overcome hurdles and maximize benefits. This study contributes a proposed conceptual framework and empirical evidence to guide academics, professionals, and decision-makers in effectively navigating and leveraging digital transformation in a rapidly evolving digital landscape.

Digital transformation (DT) is essential for government organizations to improve efficiency, enhance service delivery, and remain relevant in dynamic environments. Yet, government sector agencies often struggle to implement DT effectively. This study develops and validates a structural model of critical success factors (CSFs) driving DT success, with a focus on the mediating role of organizational readiness for digital transformation (ORDT). Survey data from 260 government employees were analyzed using Structural Equation Modeling (AMOS 26). Results show that stakeholder engagement (SE), organizational culture and continuous improvement (OCCI), available resources (AR), flexibility and agility (FA), and robust governance (RG) exert significant direct effects on Digital Transformation initiative success (DTIS): SE (β = 0.19, p = 0.031), OCCI (β = 0.21, p = 0.017), AR (β = 0.42, p = 0.028), FA (β = 0.14, p = 0.044), and RG (β = 0.11, p = 0.049). ORDT also directly influenced DTIS (β = 0.27, p = 0.030). Mediation tests confirmed that ORDT partially mediated all CSF– DTIS relationships, with significant indirect effects for SE (β = 0.12), OCCI (β = 0.14), AR (β = 0.11), FA (β = 0.08), and RG (β = 0.04). The findings highlight ORDT as a critical but partial pathway, suggesting that government agencies must build readiness while directly strengthening flexibility and agility to ensure sustained DT success. These results offer valuable insights for government organizations to prioritize and enhance their DT efforts by focusing on the CSFs that drive successful outcomes. The findings contribute to the literature by highlighting the interconnected nature of these factors and their collective impact on the success of DT initiatives.