This single case explores micro-foundations of traditional manufacturing organizations’ transforming capability to expand the understanding of organizing and continuously supporting an organization in adopting digital technologies. Data collection consisted of five focus groups and nine interviews. In total, 30 unique informants participated. Findings show how informants experience the organization to hem potential conversations due to the organizational structure and the need to communicate between functions. Hence, the potential positive effects of introducing digital technologies might be lost due to not recognizing the need for nonlinear clusters of individuals, groups, and in the end - the organization. By illuminating microfoundations in the transforming capability, this study shows the need to recognize structural and social aspects in the strategic work of implementing digital technologies. © 2024 IEEE Computer Society. All rights reserved.