This study provides a rare, detailed empirical account of the specific routines, roles, and processes that constitute the micro-foundations of dynamic capabilities for Generative AI in an African legacy firm. Through an immersive 14-month ethnography of a Kenyan financial services company, we go beyond theoretical concepts to document the actual organizational structure of technological adaptation. Our findings identify and define three key organizational routines that form the core of the firm's dynamic capabilities: (1) the
Wekesa et al. (Fri,) studied this question.