As respond rapidly enough. Traditional, pre-digital organizations are structured around practices in silos that enforce rules and legacy processes which result in “speedbumps” to digital innovation by slowing work and customer reaction times. Companies who have become reliant on digital innovation to improve service, such as financial services organizations, and do not adjust their organizational practices to respond to process changes may cease to exist. When considering digital innovation, a key challenge is a low level and fragmented understanding of organizational practices, even though there is an increasing number of documented benefits of transforming organizational practices. There is, therefore, a need for research to better understand organizational practices when considering digital innovation. This study responds to this call through a meta‐aggregative approach to synthesize organizational practices associated with digital transformation when considering digital innovations. The meta-aggregative approach extracted recurring practices as lines of action guided by the Technology, Organization and Environment framework from which thirteen lines of action were identified. These lines of action provide recurring organizational practices affecting digital innovation in the financial services industry that affect digital innovation.