As digital technologies evolve at an unprecedented pace, organizations face mounting challenges in maintaining adaptability, strategic clarity, and resilience. This study investigates how firms can build organizational digital resilience (ODR) in response to digital technological turbulence (DTT) by cultivating two key dynamic capabilities: digital ambidexterity (ODA), and digital agility (DAG). Drawing on the dynamic capabilities view and contingency theory, we develop and empirically test a conceptual model using survey data from 311 managers across a range of industries in India. Using Partial Least Squares Structural Equation Modelling (PLS-SEM), our findings reveal that digital ambidexterity, a key enabler of organizational digital resilience, also enhances digital agility, which in turn strengthens digital resilience. As such, digital agility emerges as a crucial link that transforms ambidexterity into resilience. The study also finds that the influence of ambidexterity on agility becomes more pronounced under higher levels of digital turbulence, highlighting the importance of contextual responsiveness. By integrating theoretical perspectives and empirical insights, this research contributes to a deeper understanding of how organizations can proactively navigate uncertainty and turbulence. The findings hold practical relevance for managers and policymakers aiming to foster resilient, future-ready organizations in an increasingly volatile digital environment.