This study investigates: (1) How do the Indonesian SMEs posit sociodynamic factors and disruptive innovation to gain resilience and sustainability? (2) How do they behave when employing sociodynamic factors and disruptive innovation? (3) Why do they formulate strategic policies for the sociodynamic factors and then innovate disruptively? This research infers that those SMEs posit sociodynamic factors to increase their businesses’ capacity by expanding their social networks and building synergy and business alliances with others. These SMEs intensively catch information about future probable economic benefits to their internal businesses. Moreover, they encourage themselves to carry out disruptive innovations that create distinctive products and new market segments. The authors designed this research method with a qualitative approach. There are three methods of data collection: in-depth interviews, observations, and document studies. Furthermore, this research selects informants from Indonesian SMEs using purposive criteria, such as their total assets or having a net income above USD 1 million (IDR 14 billion), with no restrictions on their field of business. Thus, this study firstly raises reasons why Indonesian SMEs have overcome economic downturns using sociodynamic factors and disruptive innovation. Second, the researcher shows that the Indonesian Ministry of SMEs issued policies with a fallacy, focusing on the digital economy only. Otherwise, this ministry should encourage SMEs to have a bundled knowledge of sociodynamics and disruptive innovation. Third, this study contradicts the evidence from the barriers to the Indonesian SMEs’ capability enhancements in digital transformation. Otherwise, this study evidenced that most Indonesian SMEs adopt low-single-platform information.