Figure 1 is an illustration of what constitutes the strategic process with each of the stages carefully considered in relation to the internal and external factors of the organization. The formulation stage is essential for identifying a roadmap for an organization. At this stage there are usually senior managers or policy makers. Once their work is completed, the strategy is passed on for implementation, usually to line managers and civil servants in the case of policy decisions, who implement it based on their understanding and interpretation of the main goals and objectives of the strategy. strategy. This second stage of the strategic process constitutes the basis of this study. The final step in the strategy process is evaluation; an evaluation of the design and implementation of the strategic process. This is a further indication of the interdependence of the two previous stages and therefore the failure of one affects the other. This part is normally carried out after the programs have been implemented and this step aims to assess whether the objectives of the strategy have been met or not and also to document the lessons learned during the process. For a policy or strategy to be evaluated effectively and ensure that the stated goals and objectives are achieved, the formulation and implementation stages must be periodically evaluated and corrective action taken. This research will not focus on the evaluation stage of the strategy process, not only because there are many evaluation tools and frameworks, but also because evaluation should be an ongoing process at all stages. Evaluation must therefore be carried out throughout the process in order to achieve the agreed results. 3.2 Strategic Challenges According to ...... middle of document ...... mainly because they do not want to be involved but also because they "lack the knowledge and skills necessary to translate strategy into action" (Freedman : 26). This deficiency results from their lack of coordination and oversight and they do not “adequately oversee the ongoing implementation of the plan’s recommendations.” When it comes to implementation, not only does management not get involved, but they also fail to provide the necessary support structures such as “communication, resources, and managerial support” (Simkin: 121 -122). Alashloo, Castka, and Sharp (2005) revealed that there are four obstacles that play a vital role in the success or failure of the strategy. They grouped the barriers by previous researcher and found that all factors can be grouped as follows: planning, organizational, management, and individual problems. The following diagram details the barriers to implementation.