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This paper aims to search measures that unicorn startups have implemented during the pandemic and show what lessons can be learned to help entrepreneurs and small and medium businesses to overcome the crisis.

The method is a multiple case study with five unicorn startups. This study collected data through interviews and analyzed them by the content analysis technique.

The findings show that the pandemic affects negatively unicorns’ businesses; that a digital business model innovation affects them positively; and that innovations moderate positively the negative impact of the crisis.

Most interviewees hold operational positions.

Three actions stand out to overcome the crisis: adoption of new digital platforms; strategies to increase the network of partners; and adaptations in the provision of payment services.

The cases show that entrepreneurs and small and medium enterprises need to develop capabilities to innovate in their business models, and digitalization is a solution to face the crisis and overcome it in the future.

The aim of this article is to present a model for the orchestration of dynamic capabilities (ODCs) in cleantech companies that aim to obtain competitive advantage in the market.

The authors present herein descriptive research guided by a qualitative multiple case study approach carried out with 12 cleantech companies.

The results have showed that the ODC model is present in the product/process cycle, thus providing new capabilities and generating sustainable competitive advantage through the research categories presented.

This study contributes to the literature on the ODCs through microfoundations based on evidence of companies inserted in technological and intensively dynamic contexts.

This article demonstrates, through the ODC model, the main capabilities and characteristics of the assets of cleantech companies and how the process of renewing competencies to obtain competitive advantage occurs.

The ODC model utilizes technological resources in the product/process cycle. Asset specificity and the capacity for innovation allow cleantech companies to explore regulatory loopholes, making their sustainable model innovative and obtaining competitive advantage through the renewal of entrepreneurial capabilities and competencies.