This study investigates how large global construction firms pursue digital transformation at the corporate level. Drawing on a multiple-case study of seven firms, it explores how digitalisation creates new value and drives business model innovation. The findings reveal stark differences in strategic posture, organisational structures, and value orientation, with only a few firms moving beyond operational efficiency toward broader transformation. The study contributes to research on digital transformation in project-based industries by linking digitalisation to business model change and organisational ambidexterity, offering both theoretical insights and practical guidance for scaling digital initiatives beyond isolated pilots.