This case study examines three different digital innovation projects within AutoInc that are compared with established and institutionalized processes. By using the competing values framework as a theoretical lens we present how dynamic capabilities occur in a firm trying to meet demands originating from digitalization. The paper points out that established socio-technical congruences are challenged and pinpoint the need for organizations to find ways to embraze new initiatives and learnings in the era of digitalization. While such a change needs longterm commitment and vision, this study presents three informal enablers for experimental processes in an organizational culture focusing on control and stability. With 19 interviews and participartory observations at site we have identified these enablers as timing, persistence and contacts.