在数字经济浪潮下，数字化转型已成为国有企业高质量发展的核心战略。作为中国特色社会主义的重要制度载体，国有企业肩负着政治、经济、社会三重使命，其数字化转型亟需探索“使命驱动—价值创造—使命成就”的动态闭环路径。以柳州烟草公司为案例的研究发现，国有企业通过“政治使命启动转型—经济使命驱动实施—社会使命深化升级”的阶梯式调适，能够有效破解“不敢转、不会转、不愿转”的困境；并依托党建引领、数据贯通和开放合作的三阶能力升级，实现政治价值、经济价值和社会价值的协同创造。由此构建的“使命驱动的动态螺旋模型”阐明，国有企业通过使命适配与价值反哺，形成“转得动—转得好—转得久”的可持续发展机制。本研究旨在为使命导向下国有企业数字化转型提供兼具中国特色与理论创新的实践范式，也为政策制定者设计差异化支持体系提供决策依据。

Amidst the prevailing wave of the digital economy, digital transformation has been established as a core strategy for the high-quality development of State-Owned Enterprises(SOEs).As vital institutional vehicles for socialism with Chinese characteristics, SOEs bear the triple mission of political, economic and social responsibilities.This necessitates exploring a dynamic closed-loop pathway for their digital transformation: mission-driven initiation, value creation, and mission fulfilment.A case study of Liuzhou Tobacco Monopoly Bureau reveals that SOEs can effectively overcome the predicament of “hesitation, incompetence, and reluctance to transform” through a stepwise adaptation process: “political mission initiates transformation—economic mission drives implementation—social mission deepens and upgrades”.By leveraging three-tiered capability enhancements, including Party-building leadership, data integration, and open collaboration, SOEs are able to achieve the synergistic creation of political, economic, and social value.The resulting “mission-driven dynamic spiral model” further explains how SOEs establish a sustainable transformation mechanism by “becoming capable of transforming, transforming effectively, and sustaining their transformation”,through mission alignment and value reciprocity.The present study aims to offer a practical paradigm for SOEs mission-driven digital transformation, blending Chinese characteristics with theoretical innovation, while providing decision-making foundations for policymakers designing differentiated support systems.