For years, it was the tech-minded principals and staff whopushed technology within agencies and broker operations. They werethe ones who first understood the hardware--DOS-based PCs with afloppy drive and green screen.

They read up on all of the literature and made the call on whichsoftware to use. They could even do a little programming and knewhow to fix problems when they inevitably occurred. Theseindividuals were excited about automation, and they made technologyan important part of their agency operations.

Fast forward 20 or more years, and these technophiles are stillamong us. They still show up at user group meetings and otherindustry technology events. They still fill leadership roles inagency technology initiatives. But they are not alone. They've beenjoined by others:

o CSRs, who use technology every day to ease workflows and getmore done.

o Young agency professionals, who incorporate technology intoevery aspect of their daily lives--not just in the workplace.

o Principals, who recognize technology has become an integralpart of their agency operation, not an added feature.

In many cases, tech is pulling agencies along, rather thanenthusiasts pushing automation onto an agency. Tech is part andparcel of the organization.

Agencies are now more focused on combining all of the keyelements of their operations in a way that best maximizes theirpotential. That presents opportunities for user groups,associations and others in the industry to better serve the overallneeds of agencies, with automation at the core.

Within ASCnet, we've seen members' needs evolve. Years ago, wefocused almost exclusively on making sure agency professionalsunderstood system features and had ways to suggest enhancements andfixes. While these continue to be important elements of what usergroups offer, they're not necessarily a primary focus.

Today, we deal much more with vision, workflows and enhancingagency profitability. In fact, as the 2007 chair-elect for the usergroup, my goal is quite simple--to help the user group and itsmembers reach our group's vision, which revolves around enhancingour members' ability to boost their profitability and value.

Interestingly, technology is not mentioned in this vision.That's because we recognize that automation is but a piece--albeita common one among our users--of a bigger goal to improve profitsand agency value.

It's through this shared vision that our members know,understand and include technology as an element in theircomprehensive strategic plans and vision.

That said, our user group remains passionate about automation.It is such an integral part of our members' operations that, inmany ways, it's a given--part of the basic framework. We continueto push the message that agencies reduce expenses and boostrevenue--especially revenue per employee--when they use availabletechnology smartly.

High on the list of such technology is real-time functionality.As an industry, we've moved forward in speeding processes andeliminating redundant work. We need to continue that movement, andredouble our efforts. All industry players--carriers, vendors and,perhaps most of all, agents--must consciously work to fullyimplement real-time.

For agents and brokers, that means using the real-time inquiryand transaction tools available and encouraging the development ofadditional real-time functionality.

To do this requires leadership. The agency that succeeds inusing technology to better serve customers and boost profitabilitywill not necessarily be the one that happens to have a technologyenthusiast among its ranks. It will be the agency whose principalsand managers understand the issues, have a vision, communicate itand give staff the resources to drive implementation.

As industry leaders, we must model these traits and offerprincipals and others ways to develop and refine them in their ownoperations.

Bringing together thousands of users with similar interests andactivities generates a strong feeling of belonging to, andparticipating in something special. A user group exists because ofthe strong commitment of its volunteers. User group leadersrecognize this, and offer something in return.

We've made a conscious effort to continually develop leadershipskills throughout our organization, empower volunteer committees todo their work, and set up a liaison structure and communicationprocess to ensure that their work has the broadest possible reachand is appreciated.

Volunteers gain valuable experience, skills and abilitiesthrough their dedicated efforts, and replicate these in their workto drive improvements in their own agencies.

With the prevalence of technology in our society, we don't needto focus so much on pushing automation. Clients do that wellenough. Instead, we must focus on the bigger picture--vision,communication and empowerment. Doing so will allow us to boostrevenues and profits.

At the same time, we should see a drop in expenses--particularlyin the purchase of those geeky pocket protectors.