Overcoming inertia is a top priority for managers in digital transformation; however, this study investigates how public sector managers create inertia in digital transformation through alibi narratives. Through a case study of managers in the Swedish public sector, the study analyzes how managers legitimize and reinforce stagnation rather than promoting change. Four meta-alibi narratives are identified, that facilitate managers´ understanding of the digital transformation process while simultaneously resulting in unintentional inertia. By exploring these alibi narratives, the study challenges the traditional view of managers solely as agents of change, revealing their complex role as both facilitators and impediments to digital transformation. This research provides valuable insights into the micro-level dynamics of digital transformation while highlighting the need for nuanced strategies that address the resistance within public sector organizations.