Unlike dependent transformation，how SMEs rely on their own strengths to overcome the dilemma caused by the “liabilities of smallness” to realize an independent digital transformation has not been fully explored in the existing studies. It used Kutesmart as a subject and explored the mechanism of independent digital transformation of SMEs based on organizational improvisation theory. It finds that， dilemmas in transformation such as ambiguous goals， strategic-structure mismatches， and value creation bottlenecks in different stages trigger SMEs to adopt exploratory improvisation， adaptive improvisation and generative improvisation，with an organizational improvisation process characterized by “entrepreneurial intuition-organizational attention-resource mobilization”. Trial-and-error learning，responsive learning， and interactive learning extend and deepen the effects of improvisation， promoting the emergence of digital strategies， digital platform capabilities building and digital ecological value propositions. Those outcomes reflect the characteristics of strategic proactive choice，internal capacity building， and independent ecosystem cultivation in the process of independent transformation. The outcomes of each stage often directly or indirectly shape the triggering context for subsequent improvisation， influencing the choice of organizational improvisation type in the next stage. This process constitutes an evolution between stages， ultimately driving the realization of independent digital transformation of SMEs. It reveals the process model of independent digital transformation of SMEs from the perspective of organizational improvisation，opening the “black box” of how SMEs leverage organizational improvisation to achieve independent digital transformation. It provides valuable insights for guiding the digital transformation practices of SMEs.