Non?governmental organizations (NGOs) in Nairobi operate amid shifting donor agendas, regulatory scrutiny, and evolving community needs—conditions that put long?term viability at risk. This study investigates how dynamic capability—sensing, seizing, and reconfiguring—shapes NGO sustainability and how organizational learning and organizational resilience strengthen that effect. Anchored in dynamic capability scholarship and related strategy perspectives, the research applies a quantitative, explanatory design to a sample of registered NGOs in Nairobi County. The study utilized a sample of 200 NGOs from Nairobi County, selected using random sampling to ensure diverse representation and cross-sectional survey was used for diversity. Multivariate analyses show that dynamic capability has a strong, positive association with sustainability, and that learning and resilience materially reinforce this relationship. The article contributes an integrated view of capability–sustainability linkages relevant to NGOs facing turbulence and resource constraints, and it outlines practical levers managers and policymakers can use to support durable, high?impact operations.