his study aims to propose an integrated strategic planning model that combines the principles of ESG (environmental, social, and governance) with the potential of digital transformation as drivers of sustainable value creation in organizations operating in volatile and complex environments. The research adopted an exploratory and bibliographic approach, relying on an integrative literature review that enabled a critical analysis of the main academic contributions on strategic planning, sustainability, and technological innovation. This procedure allowed the identification of relevant trends as well as gaps in the practical application of these concepts, particularly in emerging contexts that demand greater organizational adaptability. The findings suggest that the systematic incorporation of ESG principles into strategic planning not only strengthens institutional legitimacy but also enhances socio-environmental responsibility as a central dimension of contemporary competitiveness. Complementarily, digital transformation plays a fundamental role by providing data and information that support scenario analysis, decision-making, and the development of coherent strategies. The convergence of these two dimensions contributes to the construction of a more robust strategic framework, aligned with stakeholder expectations and regulatory pressures. The study concludes that strategic agility emerges as the pivotal capability to unlock the potential of sustainability and digitalization. Defined as the ability to interpret environmental signals, reconfigure resources, and continuously adjust processes, strategic agility transforms planning from a static exercise into a dynamic mechanism for value creation. Ultimately, it enables organizations to achieve resilience, differentiation, and competitiveness in VUCA/BANI environments, ensuring that ESG and digital transformation become effective instruments of long-term sustainable prosperity.

This book is included in DOAB.