If a business is facing problems and unsatisfactory results, it is time for transformation. To define an appropriate change strategy, the organization must understand the context of the transformation and the main needs that drive it. Understanding the reasons for the change will help to implement it and reduce some of the unnecessary costs that the organization may incur. Researchers see strategic agility as an ongoing ability for moment-to-moment strategic sensitivity, agile collective commitment, rapid and powerful renewal and expansion of resources, and as an antidote to the pain resulting from repeated sequences of success, decline and resilience, crisis. and renovations are used. Also, they consider strategic agility to be the result of a combination of stability in processes and people, values ​​and ambitions, sensitivity and flexibility in perspectives, fluidity in expanding resources, and unity of leadership in creating collective commitments. Organizations use strategic agility to be responsive and flexible to the needs of their stakeholders at the time of various risks and pressures. The agility of the employee performance management system alone is not enough, and government organizations must respond to the problems on their way by using strategic ways. In this regard, the present research, in order to implement the agile system of strategic management of employees' performance, explains the obstacles and limitations on the way of this system. The current research is a part of applied and mixed research. Also, in order to carry out the current research, the interpretive structural approach (ISM) was used, which is a cognitive mapping method for leveling and determining the relationships between indicators.