Allstates rate of increases have been higher than competitors nearly across the board while customer service continues its spiral downward.
TG is a failure..Allstate continues to lag behind major competitors in nearly every area.
Allstate is the new Sears….not surprising considering the people at the top of the pyramid had a hand in that debacle as well.
The spiral will continue as Allstate will need to continue to raise rates. With losses mounting, those precious “margins” are a thing of the past…
The demise has only just begun…
Tommy is the man!!
7 replies (most recent on top)
Bringing in external talent has been huge failure. I internally laugh at the skills these folks don’t possess. Talent Glenn brought in did nothing to elevate performance. Most are dead weight that are not Officer caliber staff. I know these folks well, and they don’t know business well and can’t lead.
Don’t forget the absolute waste of CI. Huddle boards, daily meetings, RCPS, daily tracking sheets down to the minute, and tons of trainers deployed countrywide for no apparent reason.
The lack of development is alarming. I’ve been with another carrier for 14 months and learned more there in that time than in my previous 13 years at Allstate. Allstate continues to promote under qualified, mediocre employees based on nepotism. Their structure got even worse when they turned into a virtual carrier. I knew employees who were putting in only a few hours of work each day. Due to the fact that they knew their leader was incompetent and wouldn’t notice, this behavior will just fester, multiply, and continue. Moving 100% remote was a short term cash fix, but strategically disasterous in the long run.
Too many claims managers (they are not leaders) and senior managers who know nothing about the discipline they manage. They’ve been able to stagnate for years with no development of their own or of their people. The solutions are always pay more money and get your closures, like these managers did in LDU because that is what they know best. Then point the finger elsewhere. But these are not $400 rental bills.
This was not made better by keeping them out of the office to work from home.
Too often in claims, management dumps off their employees to the the same lesser paid people who are then called upon to drop everything and save the day. Then these same people are shunned by higher ups the minute they carry a backbone to say no and attempt transparent performance discussions.
Good people walk out the door and nepotism replaces those whenever consolidation is not the answer. For all I have seen so far in casualty, who we’ve obtained from other carriers while also promoting more ex-Esurance people in charge is not the answer.
In the claims realm, there is an abundance of waste around QA and EC roles. Neither role adds any sort of value whatsoever. It is amazing how much the company wastes on useless roles that do nothing to enhance the customer claims experience.
Six months from now, they still won’t understand why they’re not able to deliver anything fast and Geico and Progressive are still kicking their butts all over the market.
TG failed alright. They threw money at it, refused to trust the people delivering it and insisted on micromanaging the teams working on it. They being leadership. Then they just couldn’t figure out why when they understand anything about the delivery framework they said they wanted it didn’t deliver MVP sooner. So they resorted to the same old thing-another layer of management, more reports-heck we have a whole team spun up around producing those, more bureaucracy. And this latest change to org structure will only guarantee slower delivery and more delays.
Brilliant management we have. But senior management will have a single throat to choke again.