Organizations face a myriad of challenges at times considering the nature of the current environment in which they exist, competition from other organizations in which they operate. The fast-changing technology, changing market demands, globalization, and investor demand for higher returns on their investment has forced the organizations to continually innovate in order to meet their objectives. This has been done by developing and implementing new strategies to improve their performance. This study aims at strategy implementation and performance of Micro Finance Institutions in Kenya, a case of Micro Finance Institutions in Nairobi. The objective of the study was to establish the influence of structure on performance. The findings of this study will be beneficial to the Micro Finance Institutions in Kenya and beyond, other similar organizations in the finance sector, the policy makers, Scholars, students, and researchers who may want to do further research on the gaps that may be realized from this study. The anchor theory was resource-based view theory reinforced by contingency theory, configuration theory and Kurt Lewin theory of motivation. The target population was 1573 and 10% of respondents were selected using a random stratified sampling method to select a sample that was to represent the population under study. The study adopted a descriptive design, targeting the senior management, supervisors, and non-management staff. The Questionnaire was utilized for data collection and the analysis of data using descriptive statistics was done The data collected was analyzed using descriptive statistics such as mean, average, and percentages. Pearson correlation show the relationship between the dependent and independent variables. The data was presented inform of tables and figures. The findings of each objective and conclusions were made. The study established that there was a positive relationship between organizational structure and performance. The regression analysis also revealed that organizational structure and performance had a moderately significant relationship thus a unit change in performance could be explained by a change in organizational structure. The study recommends further research on other factors that influence performance in MFIS in Kenya.