Figure 1 is an illustration of what constitutes the strategic process with each of the phases carefully studied with respect to the internal and external factors of the organization. The formulation phase is critical to identifying a roadmap for an organization. Senior managers or policy makers are usually present at this stage. Once their work is completed, the strategy is implemented in a cascade, 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 aims and objectives of the strategy. This second phase of the strategic process forms the basis for this study. The last phase of the strategic process is evaluation; an evaluation of the design and implementation of the strategic process. It is a further indication of the interconnection of the two previous phases and therefore the failure of one affects the other. This part is normally carried out once the programs have been implemented and this phase aims to evaluate whether the objectives of the strategy have been followed or not and also document the lessons learned in the process. In order for a policy or strategy to be effectively evaluated and ensure that the stated goals and objectives are achieved, the formulation and implementation phases must be periodically evaluated and corrective measures made. The focus of this research will not be on the evaluation phase of the strategic process, not only because there are extensive tools and frameworks for evaluation, but also because evaluation should be a continuous process throughout all phases. Evaluation should therefore be carried out throughout the process to achieve the agreed outcomes. 3.2 Strategic challenges According to...... half of the document ......because they do not want to be involved but also because "they do not have the knowledge and skills to translate the strategy into action” (Freedman: 26). This lack results in their lack of coordination and supervision and they do not "adequately supervise the ongoing implementation of the plan's recommendations". When it comes to implementation, top management not only does not get involved but does not even provide the necessary support structures such as “communication”. , resources and managerial support” (Simkin: 121-122) revealed that there are four obstacles that play a vital role in the success or failure of the strategy. They grouped the obstacles based on the previous researcher and found that all factors can be grouped as: planning, organizational and management, and individual issues. The following diagram details the barriers to implementation.