Purpose: This study explores the reasons for the unrealised potential of digital agro-advisory services in developing countries by analysing the difficulties encountered by advisory service providers who are digitalising their services. Design/Methodology/Approach: We used a multidimensional model of service innovation to examine the changes that occurred in the advisory system as it underwent digitalisation and the manner in which a Burkinabe farmer organisation and their partners coped with these transformations. This model includes six dimensions that can be transformed during the service innovation process: the service concept, interactions with users, the partner network, the revenue model, the organisational delivery system, and the technological delivery system. Findings: This study shows that the farmer organisation did not anticipate the multiple transformations implied by the digitalisation process. This had detrimental effects for the farmer organisation, including the disruption of its day-to-day activities, difficulties in ensuring the economic viability of the new digital advisory service, and an evolution of the advisory approach towards top-down supervision. Practical Implications: This article highlights six dynamic capabilities that are essential for advisory service providers to successfully manage the development of a digital farm advisory service. Theoretical Implications: Using a holistic model of service innovation is instrumental in comprehending the failures encountered by organisations developing digital agro-advisory services. Originality/Value: This article adopts a new perspective to understand the failures of digital advisory services: the capabilities of advisory providers to holistically manage the digitalisation of their service.