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Strategy implementation is the translation of chosen strategy into organizational action so as to achieve strategic goals and objectives. Strategy implementation is also defined as the manner in which an organization should develop, utilize, and amalgamate organizational structure, control systems, and culture to follow strategies that lead to competitive advantage and a better performance. The main objectives of this study were to investigate the challenges of strategy implementation in the ministry of Northern Kenya and other arid areas. The study was a case study since the unit of analysis was one organization which was the Ministry of Northern Kenya. The interviewees were the top managers and functional heads in charge of finance, risk management, information technology and operations, human resources, marketing and research division, and public affairs and communication division. The primary data was collected using an interview guide. The data obtained from the interview guide was analyzed using content analysis. A few of the Quantitive data was analyzed using (Statistical Package for Social Sciences) SPSS. The study concludes that that factors that influence strategy implementation in Ministry of Northern Kenya were financial capacity of the organization, top management support, involvement of board of directors and the employees in the strategic implementation process, organization structure, communication process and also staff motivation and capability of the human resource in the organization in managing and implementing new strategic direction. The study also concluded that the effect of strategy implementation and performance in the ministry was that the need to attain a competitive advantage over other ministries dependent on strategy implementation and performance. The study therefore recommends that for an efficient and effective implementation process senior management must at all levels be involved and committed throughout the process, departmental employees with should be provided with a sound understanding of the forthcoming changes and of the new way of understanding, preparation must be done as much as possible before embarking on full implementation; and also the organization must ensure that there are sufficient resources for the transition and that the top manager and the board of directors are empowered to make the necessary decisions. The study also recommends that the communication process be reinforced with a policy that will govern the activities related so as to well enhance the implementation of strategies in the ministr
