This study investigates how dynamic capabilities enable digital resilience in organizations facing sudden, disruptive change. While existing literature has examined technological factors (such as system modularity) and organizational factors (such as decision-making autonomy) separately, studies linking technological structures with organizational resilience remain scarce. We address this gap with a case study of an insurance brokerage firm during the Covid-19 pandemic, examining how it adapted its information systems (IS) and work practices in response to disruption. Using a participatory action research approach, we trace the firm’s process of sensing legacy system limitations, seizing tactical solutions, and transforming its digital configurations. We develop a framework mapping organizational activities across two dimensions: the level of guidance provided by information systems and the degree of autonomy in task execution. Our findings contribute to the literature on digital resilience by showing that resilience emerges from the interdependence between technological structures and organizational practices. We operationalize the dynamic capabilities framework by linking strategic capacities to system configurations and adaptation processes and we offer a diagnostic tool for assessing and improving digital resilience in organizations.