Systemic Structuring of Factors Affecting the Agility of Business Processes

Introduction: Today, organizations experience complex and unpredictable changes and crises around them. In this situation, in order to achieve innovation and optimal conditions in complex environments, it seems necessary to go towards flexible and agile solutions. The agility of business processes in complex and dynamic conditions. In this regard, the main goal of this study is the systematic structuring of the problem of agility in business processes, one of the most important requirements of which is the use of research approaches in soft operations in the direction of the systematic structuring of the problem.
Methods: In this research, first by using the steps of meta-combination technique and then with the help of semi-structured interview tools, a sample of 18 experts, who are university professors and experts active in the field of process management, as well as people who have experience in the fields of related to the improvement of work systems and processes in different organizations, were selected, which were selected through a targeted non-random method and snowball method. In the next step of the research, the ISM approach was used to explain the communication pattern of managing agile organizational processes, which was collected with the help of a questionnaire. Finally, the data collected through the questionnaire were analyzed using the Interpretive Rating Process
Results and discussion: Based on the answers to the questions asked in this research, first after going through the stages of synthesis and completing the required data throaugh interaction with experts, a general framework of 17 main variables was obtained. 
The components of the proposed main framework include appropriate culture, process leadership, process governance, human resources, technological infrastructure and organization structure as system enablers, The strategize based on improvisation, creative stability, dynamic adaptability, organizational learning and environmental understanding as capabilities of the system, continuous control and monitoring of processes, process quality management, integration of knowledge management with organizational processes and Making the components of the process management life cycle more efficient are the basic actions and measures and finally the improvement of quantitative and qualitative indicators as the result of the system. In the following, according to the conceptual framework of ISM, empowering and empowering indicators were classified into four levels. In the next step, the indicators were prioritized through the interpretive ranking process. According to the findings obtained from the research and based on ISM, the technology infrastructure component was considered as an important enabler at the highest level. According to this analysis, information technology with an influence that affects all variables including process culture, manpower and appropriate structure. organization, it strengthens the spirit of learning and transformation, teamwork and partnership in the organization and provides the basis for continuous growth of employees. Also, according to the findings of the interpretative ranking process, the leadership of the processes was given the first priority.
Conclusions: The results showed that IT infrastructure should be considered as an important variable in the agility system of business processes. On the other hand, according to the external performance variables expected from the implementation of the agile system in the management of processes, the process leadership component dominates the technology infrastructure enabler based on all the expected performance variables (except gaining a competitive advantage). Therefore, the organizations that want to be agile in their process management system should pay attention to the characteristics of leadership in the processes in the first place. After that, the results showed that environmental awareness, knowledgeable and competent human resources, organizational learning dimension, contingent and appropriate structures, governance, improvisation-based strategy-making, technological infrastructure, dynamic adaptation, culture and creative sustainability are prioritized respectively. The following should be considered.