Latest news with #Allstate
Axios
2 days ago
- Automotive
- Axios
Tampa drivers aren't as bad as you think
Tampa drivers go 10 years between reported collisions, per Allstate claims data on motorists from the 200 biggest U.S. cities. Why it matters: The findings put a little quantitative weight behind some people's strongly held beliefs about the quality — or lack thereof — of their neighbors' driving skills. Driving the news: Drivers from Boston; Washington, D.C., and Baltimore go less than five years on average between collisions, according to Allstate's 2025 America's Best Drivers Report. Motorists in Brownsville, Texas (about 14.2 years); Boise, Idaho (13.9) and Fort Collins, Colorado (13.4), meanwhile, enjoy the longest average stretches of collision-free driving. The nationwide average is about 10.6 years. How it works: Allstate's report is based on 2022-2023 claims data and defines collisions as incidents resulting in property or collision damage claims. That means minor fender benders that go unreported — as common in city driving as potholes and work zones — aren't captured here. The findings are based on where drivers live, not necessarily where incidents happen.
Yahoo
2 days ago
- Business
- Yahoo
Allstate Research Shows America Has What It Takes to Improve Trust
NORTHBROOK, Ill., June 26, 2025--(BUSINESS WIRE)--America has the desire and resources to improve trust, paving the way for increased prosperity. Allstate's research highlights that high levels of local engagement can be used to increase trust in each other and our institutions, reversing the decline in trust plaguing countries around the world. "Trust in government, business and leadership has declined precipitously around the world over the last two decades, threatening the foundation of freedom and economic prosperity," said Tom Wilson, Chair, President and CEO of The Allstate Corporation. "As one of America's most trusted brands, we are working to strengthen trust. This research shows that leveraging community involvement to broaden relationships will improve trust and set America apart from the world." The national survey reveals that local community engagement is still strong and there is a path to strengthening the "united" part of America. Americans feel included and optimistic about the future but there is a high level of concern about the cost of living, the state of our country and personal safety. Americans are in a good position with two-thirds feeling included, and 74% optimistic about the future of their communities. At the same time, however, three-quarters of respondents are concerned about the cost of living, 72% about the state of the country and 64% about the safety of family and loved ones. While 59% of respondents say they trust their neighbors, that number drops to 41% for people in the U.S. Over two-thirds of Americans participate in their local communities and expect to increase their involvement. Sixty-eight percent of Americans report being involved in their local community, with a similar number expecting to increase their involvement in the future. The U.S. Census Bureau reports that volunteering increased by 20% in 2023, reversing the negative impact of the pandemic. Americans invested 5 billion hours volunteering, equal to a workforce of 2.5 million people with a value of over $167 billion. "We see the value created in every community by thousands of community-based organizations," said Kate Nack, vice president of The Allstate Foundation. Community participation and trust are highly correlated and mutually reinforcing. People with high trust levels are more satisfied with their community, have more social interactions and trust others despite their differences. Trust is self-reinforcing – the more we trust, the more we build trust. Increased levels of trust help communities solve difficult societal problems, creating a path for greater prosperity and personal well-being. Higher trust levels improve collaboration, problem solving and individual mental health. Seventy-eight percent of respondents with high trust levels are engaged in the community versus 44% of those with low trust levels. The path to rebuilding trust starts at the individual and local level. Increased community interaction, either volunteering, informal support or simply having a conversation, are the foundation for building a trusting relationship. All generations and individuals are needed to improve trust. Baby Boomers' high levels of trust can be leveraged for change. Millennials and Gen X are ready to lead. Gen Z craves more connections. "Allstate and The Aspen Institute have embarked on a three-year initiative to improve trust at the local level in order to strengthen our national civic fabric," said Louise Packard, director of strategic initiatives and leadership at Allstate. "America's community roots are sound, and we have the resources, talent and desire to improve trust. Uniting on community engagement will ensure increased prosperity and freedom in local communities and the country," concluded Wilson. Allstate conducted the survey between April 10 and April 30, 2025, reaching 5,000 adults across the U.S. The findings provide actionable insights into building trust. To read the full report and explore opportunities to help strengthen trust in your own community, visit The Trust Tipping Point Report. About Allstate The Allstate Corporation (NYSE: ALL) protects people from life's uncertainties with a wide array of protection for autos, homes, electronic devices, and identities. Products are available through a broad distribution network including Allstate agents, independent agents, major retailers, online, and at the workplace. Allstate is widely known for the slogan "You're in Good Hands with Allstate." For more information, visit View source version on Contacts Allstate Media Teammediateam@ Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Business Wire
2 days ago
- Business
- Business Wire
Allstate Research Shows America Has What It Takes to Improve Trust
NORTHBROOK, Ill.--(BUSINESS WIRE)--America has the desire and resources to improve trust, paving the way for increased prosperity. Allstate's research highlights that high levels of local engagement can be used to increase trust in each other and our institutions, reversing the decline in trust plaguing countries around the world. 'Trust in government, business and leadership has declined precipitously around the world over the last two decades, threatening the foundation of freedom and economic prosperity,' said Tom Wilson, Chair, President and CEO of The Allstate Corporation. 'As one of America's most trusted brands, we are working to strengthen trust. This research shows that leveraging community involvement to broaden relationships will improve trust and set America apart from the world.' The national survey reveals that local community engagement is still strong and there is a path to strengthening the 'united' part of America. Americans feel included and optimistic about the future but there is a high level of concern about the cost of living, the state of our country and personal safety. Americans are in a good position with two-thirds feeling included, and 74% optimistic about the future of their communities. At the same time, however, three-quarters of respondents are concerned about the cost of living, 72% about the state of the country and 64% about the safety of family and loved ones. While 59% of respondents say they trust their neighbors, that number drops to 41% for people in the U.S. Over two-thirds of Americans participate in their local communities and expect to increase their involvement. Sixty-eight percent of Americans report being involved in their local community, with a similar number expecting to increase their involvement in the future. The U.S. Census Bureau reports that volunteering increased by 20% in 2023, reversing the negative impact of the pandemic. Americans invested 5 billion hours volunteering, equal to a workforce of 2.5 million people with a value of over $167 billion. 'We see the value created in every community by thousands of community-based organizations,' said Kate Nack, vice president of The Allstate Foundation. Community participation and trust are highly correlated and mutually reinforcing. People with high trust levels are more satisfied with their community, have more social interactions and trust others despite their differences. Trust is self-reinforcing – the more we trust, the more we build trust. Increased levels of trust help communities solve difficult societal problems, creating a path for greater prosperity and personal well-being. Higher trust levels improve collaboration, problem solving and individual mental health. Seventy-eight percent of respondents with high trust levels are engaged in the community versus 44% of those with low trust levels. The path to rebuilding trust starts at the individual and local level. Increased community interaction, either volunteering, informal support or simply having a conversation, are the foundation for building a trusting relationship. All generations and individuals are needed to improve trust. Baby Boomers' high levels of trust can be leveraged for change. Millennials and Gen X are ready to lead. Gen Z craves more connections. 'Allstate and The Aspen Institute have embarked on a three-year initiative to improve trust at the local level in order to strengthen our national civic fabric,' said Louise Packard, director of strategic initiatives and leadership at Allstate. 'America's community roots are sound, and we have the resources, talent and desire to improve trust. Uniting on community engagement will ensure increased prosperity and freedom in local communities and the country,' concluded Wilson. Allstate conducted the survey between April 10 and April 30, 2025, reaching 5,000 adults across the U.S. The findings provide actionable insights into building trust. To read the full report and explore opportunities to help strengthen trust in your own community, visit The Trust Tipping Point Report. About Allstate The Allstate Corporation (NYSE: ALL) protects people from life's uncertainties with a wide array of protection for autos, homes, electronic devices, and identities. Products are available through a broad distribution network including Allstate agents, independent agents, major retailers, online, and at the workplace. Allstate is widely known for the slogan 'You're in Good Hands with Allstate.' For more information, visit
Forbes
2 days ago
- Business
- Forbes
Creating A Scalable Model For Digital Excellence
Dr Stephen McKeown, Vice President | Managing Director, Allstate Northern Ireland. Digital transformation doesn't happen by accident. It requires bold strategy, clear design principles and the courage to rethink how work gets done. Over the past two years, I've had the privilege of helping lead that kind of transformation at Allstate, where we've built a leading digital center of excellence (DCoE). Our journey offers lessons for any organization aiming to innovate at speed and scale. Choosing A Technology-Led Strategy Most companies have business strategies supported by technology. We made a deliberate and ambitious choice: to build a technology-driven business strategy. That may sound like a subtle distinction, but the impact was profound. Rather than asking how technology could support business goals, we flipped the question: how could technology define them? This led to the implementation of a radically new operating model, one that didn't just change how our technology teams work, but sent ripples through the entire organization. We started by putting the customer at the center of everything. Every decision began with the question: What needs to be true to deliver the best possible experience? Technology must be measured by its ability to create meaningful outcomes, no longer by project delivery metrics. Designing For Excellence When I took on the role of leading Allstate's European technology operations, I knew we couldn't tweak around the edges. Allstate had already been in the region for over 25 years, and our systems supported more than a billion dollars of weekly revenue. But to stay relevant and move forward, we had to adopt a fundamentally new way of working. We grounded our strategy in a few core design principles: • Customer-centricity: We aligned teams to solve customer problems, not to systems or functions. • Outcome orientation: Planning became a continuous cycle of experimentation and delivery focused on business value. • Empowered leadership: We empowered leaders with decision authority and made them practitioners of engineering and design. • Speed through structure: We simplified our technical architecture and team models to remove drag and promote fast, resilient execution. We immediately embedded these shifts into our operations. Executing The Strategy We dramatically simplified our team structures and aligned them to digital product teams. Each team was fully cross-functional and owned the entire product lifecycle—from ideation to design, build, test and operate. We embedded all the necessary skills into teams to eliminate handoffs and delays. We increased efficiency and built in true ownership and accountability. One of the most impactful changes we made was implementing peer review and coaching. Instead of top-down mandates, teams set their own standards, held each other accountable and shared best practices. It created an environment where teams lifted each other up and built a strong sense of mutual responsibility. Building An Architecture For Scale Behind this operating model was a clear architectural vision. We developed a simplified, scalable ecosystem of digital products with well-defined interfaces. That architecture became our North Star, aligning thousands of technologists globally and empowering them to make decisions quickly, confidently and independently. The result was speed, reuse and resiliency. Instead of reinventing the wheel in silos we were sharing solutions, scaling ideas and building systems that could adapt and grow with us. The True Enabler Is Culture None of this would have worked without a cultural shift. We created a culture where people were encouraged to ask, 'What if that was possible?' and empowered to explore their ideas. I watched as people at every level rose to the challenge. Ideas flowed from product engineers to senior leaders, creating a shared sense of bravery, purpose and camaraderie. We fostered a new belief system. A belief that we could move faster, deliver better results for customers and make work more meaningful. And we made that belief real by backing it with structure, support and trust. The Results Even in the early stages, we saw dramatic improvements. Teams were energized, delivery speed increased and customer experiences improved. We built what I now call a value engine, a way of working that feels more like a digital-native organization than a legacy enterprise. But this isn't the end. A digital center of excellence is a continuously evolving system. What matters most is the mindset. We're no longer asking, 'How do we keep up?' Instead, we're asking, 'What else is possible?' If there's one thing I've learned from this journey, it's that strategy is more design than direction. You must build the conditions for excellence into the very structure of your organization. That includes: • Starting with a strategy, not just a list of projects, but a bold shift in how your business operates. • Putting customer value at the center, and organizing around it relentlessly. • Empowering people at every level, giving them both the authority and capability to act quickly. • Creating clarity in architecture and process to support speed and consistency. • Investing in culture because people are your strongest multiplier. We've seen what happens when these pieces come together. We've built something resilient, dynamic and deeply human. And most importantly, we've built something that can grow. Because in the end, a world-leading digital center of excellence isn't just about systems. It's about people, purpose and possibility. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
Time Out
3 days ago
- Automotive
- Time Out
Boston drivers ranked worst in the nation for the 10th consecutive year
If you've ever survived a left turn across four lanes in Allston or dodged a double-parked Uber on Tremont, it won't shock you: Boston has once again been named America's worst city for drivers. That's right: For the 10th consecutive year, the Hub has clinched the not-so-coveted top spot in Allstate's 2025 Best Drivers Report. According to the report, Boston drivers are 244-percent more likely to get into a collision than the national average. That makes Beantown the bumpiest place to get behind the wheel, beating out fellow East Coast danger zones like Washington, D.C. (No. 199) and Baltimore (No. 198). Worcester and Springfield weren't far behind, cementing Massachusetts' reputation as a state where turn signals are more of a suggestion. The data, which comes from Allstate's auto claims between 2022 and 2023, paints a rough picture: The average Boston driver goes just 3.07 years between crashes. (In contrast, drivers in Brownsville, Texas, the safest city in the U.S., can go more than 14 years without a collision.) And it's not just Boston feeling the crunch. Seven of the 10 riskiest cities are in the Northeast, including Philadelphia, Providence and—you guessed it—more Massachusetts locales. Meanwhile, Texas cities dominate the safest list, with Brownsville, Laredo, McAllen and Corpus Christi all making the top 20. Maybe everything is bigger (and more courteous?) in Texas. While Boston may not lose its aggressive-driving crown anytime soon, there's hope for survival. Allstate suggests safe driving habits like easing off the gas, putting your phone down and resisting the urge to scream when someone cuts you off on Storrow Drive. Enrolling in safe-driving apps like Drivewise, upgrading to newer vehicles and leveraging insurance discounts can also help soften the financial blow, if not the emotional trauma, of navigating Boston traffic. If you're planning a summer road trip, maybe let someone else take the wheel until you hit I-95. Otherwise? Buckle up, stay alert and—for the love of Tom Brady—use your blinker.
