Digital transformation has radically changed the nature of teamwork: hybrid and distributed formats, asynchronous communication, platform-based HR systems, and algorithmic control prevail. In this environment, M. Belbin's classic model of team roles, developed for stable face-to-face teams of the 20th century, requires critical rethinking. The problem lies in the inertial use of the model without taking into account new realities—remoteness, fragmentation of responsibility, and the replacement of some behavioral functions with algorithms. The article assesses the limits of the model's applicability in the digital era, identifying aspects that remain relevant (idea generation, strategic thinking, balance of contributions) and areas of lost explanatory power (diagnostics in an asynchronous environment, static roles). A transition from fixed behavioral roles to dynamic functions that are context-dependent and integrated with HR analytics is justified. Belbin's model is viewed as a diagnostic rather than a normative tool, requiring methodological adaptation to the conditions of digital transformation.