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This paper explores the innovation capabilities of banks through the dynamic capabilities (CDs) model: on the one hand, by examining the capabilities of knowledge detection in the environment (sensing dynamic); on the other hand, by analyzing the capabilities of the banking actor to integrate (seizing dynamic) and transform (transforming dynamic) this knowledge into existing resources. A content analysis is organized on a primary and secondary dataset. The results reveal a banking context prone to inhibitions that do not effectively activate the three phases of the model. Banks are faced with a paradox: taking advantage of the innovations that are taking place while being subject to the weight of structures, including regulations and traditions. Innovation here is incremental: it tends more towards the improvement of existing skills than towards their destruction. Therefore, we propose adding to the CDs model the concept of “dynamic optimization capacity” applicable to banks. JEL Classification: G2, M1, O3.