Digital transformation (DT) considerably affects how companies deal with the disruptive threats posed by new technologies. However, DT is a complicated process that is difficult to comprehend completely. Its components and approaches vary considerably across different contexts, necessitating more research to understand better the aspects that lead to its effectiveness. Therefore, this study intends to analyze the DT components in the Moroccan setting. To achieve this aim, we used a two-step research approach, beginning with a study of various frameworks available in the literature to identify and pick the most relevant framework, which will then be examined through qualitative research to determine its relevance in the Moroccan context. Our results indicate that strategy (i.e. documentation and communication, change management, human, and financial resources), organization and culture (i.e. ecosystem and partnerships, agility, Top management, and digital leaders), technology (i.e. new technologies, technological infrastructure, IT security, and regulations), and customers (i.e. customer insights, hybrid interaction channels, and customer integration) are key enablers of DT in Moroccan companies. This study contributes to the DT literature by providing an empirically based framework, lays a solid platform for future research, and adds value to the IS management field.