Digital transformation is recognized as a strategic imperative for organizational survival and growth in the contemporary era; however, the failure rate of digital transformation projects is reported to be as high as 80%. One of the primary root causes of this failure rate is a reductionist approach that equates transformation merely with the procurement and installation of new technologies, whereas modern literature emphasizes its multidimensional and systemic nature. In this context, two complementary pillars for guiding successful transformation have been identified: Digital Maturity Models (DMMs), which serve as roadmaps and diagnostic tools, and Dynamic Capabilities (DCs), which act as the driving engine and catalyst for movement within turbulent environments. Despite the significance of these two pillars, existing literature lacks an integrated framework for their synthesis, and the transition mechanism between maturity levels has not been clearly explicated. This theoretical gap constitutes the core problem of the present research. Aiming to fill this void, this study seeks to provide a comprehensive model for the synthesis of dynamic capabilities and digital maturity models in order to formulate a process-oriented roadmap for the smart and sustainable transformation of businesses. This research is applied in terms of purpose and, in terms of methodology, is based on a systematic literature review and theoretical synthesis. The systematic review process was conducted using the PRISMA 2020 guideline, and through the theoretical synthesis method in three stages—identifying the theoretical gap, extracting and integrating the framework, and evaluating theoretical coherence—the conceptual model of the research was developed. The proposed framework, presented as the "Three-Layer Capability-Maturity Synthesis Model," explicates digital transformation across three key layers: the Governance Layer (Drivers) centered on Digital Leadership; the Foundational Layer (Enablers) comprising Digital Organizational Culture, Digital Strategy, and Infrastructure and Data Governance; and the Functional Layer (Outcomes), where Dynamic Capabilities (Sensing, Seizing, and Reconfiguring) serve as the transition engines between maturity levels, ultimately leading to Operational Efficiency and Organizational Sustainability (across economic, social, and environmental dimensions). Model verification through the pattern-matching method with existing empirical evidence (alignment-based validation) demonstrated that all causal relationships mapped within the framework are supported by strong empirical evidence from prior studies (path coefficients ranging from 0.218 to 0.641 with significance levels of p < 0.05). The most significant theoretical contribution of this research is the explication that dynamic capabilities act not only independently but also as the driving engines of transition between maturity levels. Furthermore, the integration of soft dimensions (leadership, culture, and strategy) with hard dimensions (technology, infrastructure, and data) within a governance framework marks a step toward a unified theory of digital transformation. By addressing deficiencies such as over-reliance on technical dimensions, neglect of cultural factors, purely descriptive outlooks, lack of causal coherence between constructs, and absence of attention to sustainability, this model provides a prescriptive and operational roadmap for managers. It enables them to allocate their limited resources based on maturity priorities and dynamic capabilities, evolving the organization from a reactive and siloed state into a proactive, smart, networked, and sustainable entity. Empirical testing of the model across various organizational contexts is proposed as the primary direction for future research.