Archives of Business Research – Vol.5, No.6 Publication Date: June. 25, 2017 DOI: 10.14738/abr.56.3262. Njeru, W. G., Awino, Z. B., & Adwet, K. (2017). Strategy Implementation: Mckinsey’s 7s Framework Configuration And Performance Of Large Supermarkets In Nairobi, Kenya. Archives of Business Research, 5(6), 1-17. Strategy Implementation: Mckinsey’s 7s Framework Configuration And Performance Of Large Supermarkets In Nairobi, Kenya Winnie G. Njeru Zachary B. Awino Kenneth Adwet ABSTRACT The study objective was to determine the relationship between strategy implementation of McKinsey’s 7S Framework and performance of large supermarkets in Nairobi. Out of twenty one questionnaires administered, eighteen were received representing a response rate of 86. % and was considered adequate for further analysis. The finding of the study was a correlation coefficient of .868 when the relationship between McKinsey’s 7S and firm performance was tested. This depicts a strong relationship between performance by the firm and the independent variables. The coefficient of determination (R 2 ) was .753. Therefore, McKinsey’s 7S dimensions account for 75.3% of the variations in firm performance. The study sought to assess the influence of Mckinsey’s 7S framework, strategy adoption, barriers to strategy implementation, drivers to strategy implementation and firm performance. The results revealed a correlation coefficient (r) of 0.921 which show a strong relationship between performance by the firm and independent variables. The results showed a R 2 of 0.848 was established. The results suggest that strategy adoption, McKinsey 7S framework, drivers to strategy implementation and barriers to strategy implementation account for 84.8% of the variation in firm performance. Factor analysis found that cross-functionality of the strategy adoption, McKinsey 7S framework, drivers to strategy implementation and barriers to strategy implementation as the critical success factors for firm performance. The study concluded that the adoption of Mckinsey’s 7S framework would lead to improved firm performance. Future research work should assess the moderating and intervening effects and incorporate subjective and objective measures of performance. KeyWords: Strategy Implementation, Mckinsey’s 7s Framework, Performance, Large Supermarkets, Nairobi INTRODUCTION Numerous studies have been done on strategy formulation but less attention has been given to the implementation process. Several academic authors in strategic management have adopted McKinsey’s 7S Model as a critical way of visualizing key considerations by managers when disseminating a strategy throughout their organizations (DeKluyver, 2000; Pearce & Robinson, 1997; Wheelen & Hunger, 1995). Strategy implementation can be much more difficult task than strategy formulation (Hrebiniak, 2006). Superior firm performance can be achieved only if the formulated strategies are successfully implemented (Noble, 1999). According to Sadler (1993) the emphasis of resource based view is that competitive advantage that leads to superior value creation is created when a firm effectively and efficiently utilizes its resources and capabilities. An organization can achieve long-tem competitive advantage it has resources which are of high valuable and cannot be easily substituted (Barney, 1999). Distinctive competences of the firm are contributed by its resources and dynamic capabilities.