In the digital era, traditional manufacturing enterprises are generally immersed in the anxiety of lack of Digital Capability. Whether an enterprise can use digital technology and information resources to generate digital capability is the key to promote the implementation of enterprise digital strategy. Based on the theory of evolution, this paper explores the mechanism of executive team heterogeneity and organizational practice renewal on the generation of digital capability in manufacturing enterprises under the same group effect. Through the empirical test of the survey data of 297 senior executives of manufacturing enterprises, the impact of the heterogeneity of senior management team on the digital capability of manufacturing enterprises is verified, and the digital capability is the result of the continuous revision and creation of organizational practices driven by the heterogeneity of senior management team. In this process, the industry peer effect strength positively regulates the construction of digital capability of manufacturing enterprises, but the regional peer effect strength has nothing to do with the generation of digital capability of manufacturing enterprises. This study believes that the construction of digital capability of manufacturing enterprises is not a simple process of updating internal practices, but a complex decision under the influence of external groups. Digitalization is not only a transformation problem of a single enterprise, but also a group problem influenced by social interaction. This study provides theoretical guidance and strategic reference for manufacturing enterprises to build digital capability.