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Digital transformation is a major challenge for companies. The notion of digital covers different dimensions, notably that of tools and their appropriation, and that of culture and ways of working. The concept of boundary object seems to be an effective way of describing this ambiguity. We study a community created to support the digital transformation in a large company. We ask in what way the boundary-object nature of digital makes the management of digital transformation difficult. Thanks to a participant observation made possible by a long immersion in the company, completed by 14 semi-directive interviews, we show that the boundary-object nature of digital limits the possibility of defining a precise system to support this transformation. The support system is therefore characterized by its flexibility, which does not, however, prevent conflicts over its concrete implementation.