There is a common understanding that higher education is being highly impacted by digital technologies. In such a context, digital transformation (DT)—understood as a social, cultural and economic major change in society and organizations—is a contemporaneous demand. DT research demonstrates that it has been gaining space in academic and professional discussions. However, most studies are embryonic or concentrate in the use of digital technologies in the classroom, on digital technologies themselves or on the digitalization of operations with little attention to organizational conditions and directions for implementing DT. Based on organizational change, strategic planning and DT strategies, this work proposes seven levels of analysis and six criteria for implementing DT in higher education institutions (HEI). The model acknowledges DT’s complexity, its systemic nature and strategic role, including HEI’s mission and views towards education. Findings contribute to the DT research field as an organizational change phenomenon. It is particularly useful to HEI’s strategic leadership on their planning of DT and on the improvement of its success rate.