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Purpose: The Purpose of this paper is to explain the nature and process of digital transformation.Methodology: Its methodology is based on a structured literature review (SLR) and searching scientific sites and specialized resources. One roadmap model, six maturity assessment models, three digital business model transformation approaches and eight digital transformation frameworks are explained interpretively.Findings: Digital transformation is  a strategy and an operating model change, in which technological advancements are leveraged to improve human experiences and operating efficiencies and to evolve the products and services to which customers will remain loyal. A review of research in this field shows that the nature of digital transformation depends on knowledge and knowledge is formed as a valuable asset in people's minds. Therefore, the role of human resources in creating and achieving the transformation is important and fundamental. Findings show that no digital transformation is only technological, it is organizational and requires its own planning, resources and rules. It is clear that we need a model in this kind of transformation journey. Staff capital and its empowerment by knowledge and fundamental requirements are important for success in the digital transformation program. Transformation in culture, in structure, in processes and methods, along with the benefits of the frontier technologies, will lead to a dramatic transformation in the field of business. The environment of organizations is changing faster and has become more volatile, uncertain and complex than in the past. Rapid changes in competition, demand, technology and regulations make it more important than ever for organizations to be able to respond and adapt to their environment. In this context, the pressure on firms to align their business strategy with the technological changes in the environment has significantly increased with the emergence and growing importance of new digital technologies, such as Social Media, Cloud Computing, Big Data and Analytics, Embedded Devices, 3D-Printing, the Internet of Things and Artificial Intelligence. They are profoundly transforming the strategic context of organizations: changing the structure of competition, the behavior and expectations of customers, the way business is conducted, the way products are manufactured and services are delivered, the way of working and, ultimately, entire industries. The growth of technology, in addition to transforming organizational boundaries, has also improved knowledge sharing. As the results indicate, the digital age refers to a time in history when the use of digital technology was generalized throughout the world. We are on the verge of a technological revolution that will fundamentally change the way we live, work and communicate with each other. In terms of scale, scope, and complexity, this transformation will be different from what mankind has already experienced.Conclusion: Digital transformation has affected the work processes of individuals in organizational environments. New methods in combining digital innovations and intensifying inter-organizational collaboration are among the key features of success. Because the goal of digital transformation is a business transformation, it requires different organizational elements, which are explained in the frameworks, to work together like a piece of music in a concert with different instruments played harmoniously and simultaneously

Purpose: Dynamic features of the market, increased competition, and globalization are primary requirements of active participation in new markets. These days, only companies which benefit from digital agility and function fast, as well as flexibly, can grow and expand their market. The present study aimed to design and illustrate a model of agile digital marketing capabilities in the insurance industry in Iran.Methodology: The present study is aimed at presenting a model of agile digital marketing capabilities in insurance industry by using semi-structured interviews. By nature the study is exploratory and qualitative; concerning research objective it is an applied study; it is, also, a descriptive survey study in terms of data collection. The population includes all senior managers of insurance firms and decision-makers in digital marketing of insurance industry. Accordingly, the sample includes 42 participants with required subject-matter experience and skill and expertise. By means of qualitative research methods in marketing, and the real-world data-based grounded theory (GT) systematic paradigm, the study tried to present a theoretical model.Findings: Based on the interview data and following the grounded theory approach, 246 open codes and 41 themes were identified regarding the agile digital marketing capabilities in the insurance industry. In this research, the main categories are Flexibility, Prediction and accountability-prevention, Quality, Reconfiguration, Functional mutual cooperation, Convenience and reaction speed, Perception, Trust and safety, Integrity of skills and performance, the ability of technical integration, the ability of organizational integration. In  addition to the central dimension, five other components (Casual factors, Contextual factors, Intervening factors, Strategies, and Consequences) were identified.Discussion and Conclusion: The final result of the study is a relatively comprehensive and complete paradigm based on the requirements and characteristics of the insurance industry. The present study aims to expand theoretical foundations and the existing literature on digital agile marketing through an applied and appropriate model, whereas previous researches are focused on speed and accuracy, or on organizational structure, culture, manpower, information equipment, technology, and process, or on reaction speed, flexibility, and responsiveness.  Also, the importance of channels, social media, digital communication, digital technology in digital marketing, and social networks, as well as the special value of the brand , are common knowledge. Studies, also, allude to team-making and management support, and culture . Also, in some cases, adaptability to changeable conditions, cooperative approach, integrative workplace, innovation speed, concentration on prediction, and monitoring market needs were attested in previous literature