This empirical study takes a long‐term perspective on tourism strategy implementation at the national level of a destination. Drawing on political science implementation theory, previous work on tourism strategy implementation and network research, stakeholder networks of the implementation of the New Zealand Tourism Strategy 2015 are examined. Qualitative semi‐structured interviews and social network analysis inform a pragmatic mixed‐methods approach. As such, this paper offers an original account of and explanation for the implementation challenges encountered including dilemmas related to the type and number of stakeholders involved in strategy implementation, the strategy goals themselves and systemic issues inherent in public–private sector collaboration. The paper concludes by considering practical and conceptual implications for future tourism strategy.