Digital transformation, a profound shift in how organizations operate, is no longer a strategic option but a fundamental necessity. This Paper argues that the traditional, linear models of change management are increasingly inadequate for navigating the continuous, complex, and data-driven nature of digital change. It explores how digital transformation introduces new dimensions of speed, scope, and complexity, necessitating a shift towards agile, iterative, and human-centric change frameworks. The Paper details key pillars of modern change management, including distributed leadership, a focus on cultural transformation, and the strategic use of data analytics to guide and measure success. Through a comparative case study, it illustrates the critical difference between a top-down, rigid approach and an agile, employee-empowered one. The conclusion posits that change management is no longer a separate, project-based function but a continuous, core organizational capability that is symbiotically linked to digital strategy, with cultural and human factors being the ultimate determinants of success or failure.