Most organizations today are involved in transformation initiatives; this has led to a burgeoning interest in the phenomenon of digital transformation strategy. Here, we present the findings of a clinical field study of a large Swedish municipality that has been involved in an ambitious digital transformation program since 2017. Despite explicitly not having a formal strategy, the organization utilizes a pseudoformalized and emergent strategy-as-practice for digital transformation that involves a set of key traits that have emerged over the years. We show how these traits have emerged and theorize on how the process can be understood as rhizomatic strategizing. The strategy emerges over time through a series of de-and reterritorializations, expanding through amalgamating new concepts into a strategy-as-practice for digital transformation.