###### Abstract  
In a technology-driven world, the concepts of digitalization and Industry 4.0 (I4.0) are an ever more present reality for companies. The benefits which these advancements offer, coupled with the market-driven pressure to reduce response times, have placed businesses in a technological \"wave\", where it is imperative to adapt to avoid falling behind. While numerous studies focus on technological developments--such as definitions, capabilities, and potential benefits--few provide a systematic approach to best practices and recommendations for accelerating digital transformation while mitigating adverse impacts. In this study, case studies from 10 companies are analyzed to identify and systematize the best practices implemented in their digital transitions. The findings culminate in a best-practice framework for digital transition (DT), highlighting critical aspects such as understanding a company's current state, acquiring external knowledge, and addressing the importance of cybersecurity and skilled staff. Concerning originality, this work presents an artifact based on manufacturing industry case studies, emphasizing the practical vision concerning DT. digital transition; best practices; Industry 4.0; digitalization +
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digitalization outcomes can overcome this barrier, creating an opportunity for financial growth in the long term [13]. There is a concern with digital transition (DT) across the world, and different strategies and approaches to the topic can be identified in different countries. In the German context, the adoption of CPSs to allow for real-time processes and product monitoring is the major strategy. The USA's strategy looks to industrial internet usage to boost industry by making it smart. Regarding the strategy in Japan, the focus goes beyond internet utilization, highlighting the importance of cybersecurity [15]. Regarding the operational domain of DT, data exchange by means of IoT or the use of robots by SMEs to automate processes are topics that Japanese enterprises are looking at [16]. In Mittelstand firms, a study on the degree of digitalization has concluded that some companies are in the barcode stage but other groups are looking towards more advanced technologies, e.g., virtual reality [17]. In the Portuguese context, the addition of technology is notable, where solutions such as manufacturing execution systems (MESs) or human-robot technologies are proposed, allowing for a better understanding of company status in real-time, improving decision-making processes and efficiency [18]. The MES is an entrance tool for digital achievement, as it facilitates data collection and communication with enterprise resource planning (ERP) [19] through industrial internet platforms [20]. Various promising technological advances can be identified in the literature, such as robotic process automation (RPA) [21], whereby robots/computers perform routine tasks [22], or machine learning (ML) [23]. The continuous demand for the adoption of technology by policymakers in European companies is not a recent reality; it has been a concern since the beginning of the 21 st century [24]. COVID-19 has boosted this technological advancement and, consequently, the phenomena of DT [18]. As a result of enterprises adopting the notion of I4.0 differently [25], it is important to study the phenomenon of DT in different industries. The study of this phenomenon is a relevant contribution; however, it should also involve answering how this transition should be made. Thus, a research question emerges: Which best practices must be followed to accelerate and mitigate the adverse effects of DT? Some studies have investigated this problem, proposing best practices for it [26; 27]. The aim of this study is to expand upon the literature, providing practical insights to propose a framework for best practices. To fulfill this goal, 10 case studies conducted in Portuguese manufacturing companies are analyzed.