With the continued development of the digital economy， enterprise digital transformation has become a critical strategic issue for gaining a competitive edge. As the core of enterprise strategic decision-making and execution， how the composition characteristics of the top management team （TMT） drive the firm’s digital transformation has become a critical issue. Based on the categorization-elaboration model （CEM）， it used the data from A-share listed companies on the Shanghai and Shenzhen stock exchanges from 2008 to 2024 to empirically examine the impact of TMT task-related heterogeneity within the executive team on enterprise digital transformation， and explored the moderating effects of team longevity and the CEO-TMT power disparity on this relationship. The results indicate that there is an inverted-U relationship between TMT task-related heterogeneity of the executive team and enterprise digital transformation； team longevity weakens this inverted-U relationship， and the CEO-TMT power disparity plays a positive mediating role in the inverted-U relationship between TMT task-related heterogeneity and digital transformation. The conclusions enrich the antecedent research on the digital transformation and provide a new perspective on the boundary conditions of the impact of TMT heterogeneity on enterprise digital transformation， and have certain reference value for enterprises on how to utilize the heterogeneity of the executive team to promote digital transformation.