This short paper explores the capabilities necessary for organizations to derive value from digital resources. In line with the Resource-Based View theory, we postulate that digital technologies are organizational resources and address a gap in the literature concerning the identification of the capabilities needed to exploit them. Using the dynamic capabilities framework, we conducted a Systematic Literature Review to identify them, ultimately resulting in a list of 16 key capabilities. Starting from these findings, we propose a case study analysis to explore how these capabilities manifest within companies and to examine how and if configurations of such capabilities relate to specific value creation mechanisms. The theoretical implications aim to refine our understanding of dynamic capabilities in digital contexts, while the practical implications may assist organizations in identifying the capabilities necessary to derive value from digital technologies.