The article describes the problem that in the context of digital transformation enterprises, especially those with a traditional business model, face both great opportunities and challenges. The competition is intensifying, turning into hyper-competition, which implies the search for new tools to win customer loyalty and accelerate innovation processes. The article provides a generalization of adequate strategies for the development of enterprises based on the use of information technology, studying the effects of digital transformation on competition and on various forms of digital inequality at the micro and meso levels, including the background of the proliferation of global digital platforms. Digital transformation involves 3 stages - digitization, digitalization, digital transformation itself; it involves changes in enterprise strategies, organizational structure, information technology, supply chains, marketing, development of own digital platforms, market diversification, co-creation. For a successful digital transformation, companies need to build a fundamentally new set of assets, including IT infrastructure, Big Data, AI, IoT and blockchain, digital flexibility, digital network capabilities, cloud solutions, etc. Different types of companies have their own peculiarities of digital transformation. In a hypercompetitive environment, it is more difficult to maintain the company's performance trends due to the change in competition patterns to rivalry patterns, which are characterized by shorter product life cycles and an accelerated pace of innovation. This means that hypercompetition reduces the ability of firms to create sustainable competitive advantages, calling into question, if not the validity, then at least the usefulness of using a resource-based strategy. This thesis is especially important in the context of digital transformation, because it quickly depreciates the strategic assets of traditional companies. A global challenge for all businesses is the development of digital platforms that have evolved into global social and technical intermediaries and business organizations that not only connect users, but also provide the basic infrastructure for doing business. Their control over access to technology allows them to create global networks for the transfer of data and capital, controlling access to important resources, while strengthening their dominance through increased control over technology and data, which digital platforms turn into a key asset that drives the financialization process. Digital platforms are contributing to the globalization of competition between employees and governments and increasing hypercompetitive conditions, which is challenging companies with traditional business models to survive and grow, as the risks of massive bankruptcies increase, which in turn exacerbates digital inequality at both the micro and meso levels.