The organizational ability to adapt to dynamic environments through asset orchestration is at the core of dynamic capabilities research. However, the theory remains vague regarding how firm assets are orchestrated, and the present study addresses this gap. We develop an asset-level framework distinguishing four modes with which dynamic capabilities influence assets and apply it on longitudinal, in-depth qualitative case data. Revealing managerial considerations regarding how assets are orchestrated over time, we propose the terms sequencing and balancing to denote how similar and different orchestration modes, respectively, are combined in the processes. We relate these concepts to managerial coordination and to achieving timely and appropriate organizational response to environmental dynamism. Avenues for future research and prescriptions to practitioners are suggested.