The objective of this study to develop a research model to analyze causal relationships between lean service practices and digital transformation. This model seeks to explore the drivers, barriers, and outcomes of digital transformation in a public Higher Education Institution (HEI) that has implemented various digital initiatives and improvements over the past 5 years. A survey type study was done with the administrative staff of that public HEI located in southern Brazil, yielding a final valid sample of 387 respondents. The main data analysis techniques employed include exploratory and confirmatory factor analysis, discriminant validity, and structural equation modeling. The results highlight technological capability as key driver of digital transformation, while the lack of political and senior management support, the resistence to innovation and change among employees are identified as barriers to digital transformation. Ultimately, digital transformation outcomes include reduction of errors and delays, continuous improvement, work performance, and customer attendance, all of these factors quite in line with lean concepts. It can be concluded that digital transformation is closely linked to lean service practices and directly contributes to modernizing administrative processes, improving public service, reducing errors, and enhancing organizational performance.