In the context of the digital economy, the full-link digital transformation, which encompasses the entire field, frequently encounters a broader range of historical constraints. It often results traditional enterprises being significantly constrained by historical inertia. Overcoming organizational inertia has become a primary objective for traditional enterprises digital transformation. This exploratory case study examines Feihe Dairy''s digital transformation practice process to analyze the organizational inertia and its overcoming mechanisms within traditional enterprises undergoing full-link digital transformation. The results demonstrate that during the process of full-link digital transformation, ① the scope of organizational inertia is expanded, and enterprises encounter resistance to change from two distinct forms of cross-functional inertia: cross-functional cognitive inertia and cross-functional structural inertia. ② Traditional firms overcome cross-functional organizational inertia by orchestrating resources from the outside in, and there is heterogeneity in the mechanisms by which different cross-functional inertia is overcome. To overcome cross-functional cognitive inertia, the enterprise adopts the resource orchestration strategy of "exogenous structuring - inherited capability - replacement leverage". To overcome cross-functional structural inertia, the enterprise adopts the resource orchestration strategy of "exogenous structuring - pioneering capabilities - combinatorial leverage". It not only extends the theory of organizational inertia in the context of digital transformation, but also provides practical guidelines for traditional enterprises to successfully promote digital transformation.