This conceptual paper investigates how technology adoption and digital agility interact to drive digital transformation across diverse organizational types—startups, unicorns, and mature firms—with a focused lens on the consumer electronics sector in India. The framework distinguishes between operational and strategic dimensions of technology adoption and highlights digital agility as a dynamic capability that mediates transformation outcomes. It also considers how organizational work structures moderate the influence of these factors, especially in agile, innovation-intensive environments like startups. The study emphasizes that a one-size-fits-all transformation approach is ineffective, advocating instead for context-specific strategies that integrate agility with structured technology use. By linking digital agility with adaptive processes such as collaboration, automation, and iterative innovation, the framework supports tailored transformation paths aligned with organizational maturity and strategic orientation. This work contributes to the ongoing discourse on digital transformation by offering a contextualized, theoretically grounded model that integrates agility, technology adoption, and organizational structure. Limitations include its focus on consumer electronics and the Indian context, pointing to the need for broader industry and geographic applications in future research.