Purpose: The study explored how senior managers in public-sector organizations in Abuja, Nigeria, interpret and respond to digital transformation within their institutional settings. Specifically, the study examined the sense-making processes of senior managers, the communication and implementation strategies they employ, and the challenges influencing strategic sense-making during digital transformation.

Methodology/Design: A qualitative case study design was adopted, underpinned by the interpretivist research philosophy. Data were collected through semi-structured interviews with 20 senior managers purposively selected from public-sector organizations in Abuja. The data were analyzed using thematic analysis, guided by Sensemaking Theory, Sensegiving Theory, and the Socio-Technical Perspective.

Findings: The findings revealed that senior managers interpreted digital transformation as a policy-driven imperative and through a citizen-centric lens, relying on experiential knowledge and peer learning in an iterative collective process. Communication and implementation strategies included hierarchical cascading of information, formal circulars and memos, training sessions, and strategic framing to reduce resistance. Key challenges identified were technological infrastructure deficits, employee resistance to change, political interference and leadership instability, and inadequate digital literacy across the workforce.

Implications: The study highlights the need for senior managers to formalize collective sensemaking processes and strengthen sensegiving capabilities through consistent two-way communication. Public-sector organizations must invest in technological infrastructure and comprehensive digital literacy programs. Policymakers should ensure continuity in digital initiatives across political administrations and establish coordination mechanisms for shared learning across ministries.